Rounds with Leadership: New Dimensions in Academic Leadership

"The day you stop learning is the day you stop leading."

— John C. Maxwell, Leadership Strategist

Expectations for leaders in higher education continue to evolve alongside changing role demands and learner needs. Beyond academic stewardship, today’s top administrators must be adept at overseeing AI integration, navigating polarization and institutional scrutiny, cultivating engagement across hybrid environments, and ensuring a return on educational investment, among other critical concerns. As educators, we also recognize that today’s students want more flexibility and personalization in their learning, which presents unique challenges and opportunities. Effective academic leaders in 2026 prioritize building resilience, fostering community, driving strategic change, and investing in student success.

A review of recent forecasts on trends in higher education by the American Council on Education, Higher Learning Commission, and Deloitte Center for Government Insights provides some guidance on where to focus. According to these authorities:

• Leaders are now expected to actively manage institutional sustainability, not just oversee academics. Declining enrollment and a projected demographic drop are creating long-term revenue pressure.
• Given the growing skepticism about the value of higher education, leaders must work to regain the public’s trust, which has declined due to concerns about cost, ROI, and politicization. Governments and stakeholders are demanding measurable outcomes, especially job placement and earnings. Transparency and data-driven decision-making are central expectations.
• Academic leaders are expected to align education with the labor market. Employers want job-ready graduates with transferable skills. Career outcomes are becoming a key performance metric.
• Leadership roles are becoming harder to sustain in higher education. Senior academic leader turnover has exceeded 20% in recent years. Burnout and complexity are driving fewer candidates to pursue these roles.

In many respects, academic leadership has shifted from preserving higher education norms to transforming them. Today’s chief nursing administrators must think like strategists, act like executives, and communicate across diverse communities of interest, all while upholding academic values… a tall order indeed!

Fortunately, AACN offers a range of programs and engagement opportunities to help nursing deans, directors, and faculty amplify their impact. Under the umbrella of AACN LEADS, programs are available for seasoned, aspiring, and early-career nurse educators, including these current offerings:

• The AACN-Wharton Executive Leadership Program, a world-class enrichment program for seasoned academic nursing leaders with guidance on leading change, influencing stakeholders, and building enterprising relationships.
• Elevating Leaders in Academic Nursing for aspiring deans and faculty preparing to move to the next level of organizational leadership.
• Free Peer-to-Peer Dean Mentoring Program that pairs early-career deans with seasoned deans for mutual development and growth.
• Six on-demand Leadership Education Modules offering guidance and practical strategies to navigate real-world challenges and achieve results. A new module focused on financial management is currently under development.
• Eight Leadership Networks that bring peer professionals together to share best practices and success stories, sharpen leadership skills, and take full advantage of AACN resources.
• The Access, Connection, and Engagement (ACE) Leadership Institute, a six-month immersion experience focused on meeting strategic goals, building community, and advancing excellence.

For more details on opportunities to learn, lead, and engage with AACN, see the Leadership Development content hub on the website as well as opportunities to volunteer.