Schools are changing fast. Rising costs, new learning needs, and greater parent expectations now shape how schools work. At the same time, leaders must protect what makes each school special. Balancing both isn’t easy, but it matters.
This is where strong leadership in higher education makes a real difference. It helps schools face tough choices while staying true to their goals.
Owen Adams brings deep experience to this challenge. He spent 33 years in the British Army before moving into education. At Durham University, he led a large team and supported thousands of students. Today, he works as the Bursar at Bradfield College, one of the UK’s top independent schools.
There, he handles finance, operations, and projects that prepare students for the future. His military background taught him how to lead teams, manage pressure, and solve problems with care.
In this article, we’ll learn how Owen uses his experience to guide schools through change. We’ll explore the skills that helped him shift from the Army to education. We’ll also look at the challenges school leaders face today and how they can respond.
How Owen Adams Applied Military Experience to Leadership in Higher Education?
A long Army career gave Owen Adams the tools to lead far beyond military life. After serving for 34 years, he left the British Army at 48 to start a new chapter. He soon took on a major role at Durham University as Pro-Vice-Chancellor for Colleges and Student Experience.
Transition from Army to University Leadership
Adams joined the Army after school and trained at Sandhurst at 18. Over the years, he served in Bosnia, Kosovo, Cyprus, Northern Ireland, and Afghanistan. He planned to stay longer, but he chose to leave early to stay employable and take on new roles.
While applying for civilian roles, he came across a position at Durham. He applied and got selected. The role covered 16 student colleges, sports, drama, and student support. He also acted as a bridge to the student union. With a team of 750 staff, he supported 20,000 students. The work was demanding but deeply rewarding.
Skills That Carried Over from Military Service
- Coordination: He gained this from leading joint missions with 13 nations.
- Cultural Awareness: Working with Dutch, German, and African teams taught him how to lead with respect.
- People Management: At Durham, he worked with 16 top academics who had strong views.
- Influence: He pushed ideas like shared catering by getting people on board one by one.
A Leadership Philosophy
Owen follows a method from the Royal Artillery: Interpret, Influence, Integrate. First, learn the situation. Then, offer helpful options. Finally, put plans into action. This helped him build trust and make change happen.
He never felt alone in his role. Leading staff and working with students gave him purpose, just like his Army years.
What Makes Leadership in Higher Education Unique?
Leading in schools means more than just keeping things running. It’s about making smart choices while protecting what matters. That includes the people, the values, and the future of the school.
Hard Decisions Are Part of the Job
Sometimes, leaders have to make choices others avoid. Staff issues, in particular, can feel tricky. However, leaving problems unsolved affects the whole team. People notice when someone isn’t doing their part.
It’s important to:
- Act early before issues grow
- Be fair and clear
- Make sure the team knows you’re doing what’s right
Good teams want honesty. They don’t need perfection, but they expect action.
Finding the Right Balance
Schools hold history and pride, and that’s worth protecting. But they also need to stay practical. Budgets, buildings, and basic needs all require attention. If you ignore either side, things start to fall apart.
Good leadership means knowing when to protect a tradition and when to make a change. It’s not always easy, but both matter.
Living on Site: Helpful but Tricky
When teachers live near the school, they can give more time to students and events. It builds a stronger bond with the community. But it also comes with challenges. Living next to your boss or co-worker can blur lines.
Leaders should:
- Respect personal space
- Keep clear work boundaries
- Support the team while giving them room
A Strong Team Makes Everything Work
You don’t have to do everything. A reliable team brings ideas, solves problems, and keeps things steady. That support matters most during stressful times, like during COVID-19. With the right people, you can focus on the bigger picture and keep moving forward.
What to Know Before Taking on Leadership in Higher Education?
If you want to work in school leadership, especially as a bursar, you need more than interest. You need purpose. It helps if you care about education, even if you haven’t been a teacher.
Many people come from training or support backgrounds and want to stay involved in learning. A bursar’s job supports that mission, without standing in front of a classroom.
Know What to Look for in a School
Before joining any school, pay attention to three simple things:
- The feel of the place. Does it seem welcoming?
- The ambition of the school. Is it moving forward or standing still?
- The people you meet. Do you share the same approach and values?
Each school runs on its own rhythm. Some are fast and busy, others move more slowly. That rhythm needs to match your style.
Talk to the Right People
Speak with other bursars. Ask what they enjoy and what challenges they face. Also, meet staff in roles like estates, IT, and finance. Listen to teachers and leaders. Ask how they view a good bursar. You’ll learn a lot from how they work together.
The Sector Is Changing
Private schools are under pressure. Costs are rising. Fewer families can afford the fees. Some schools have closed, and more might follow. Bigger school groups and investors are stepping in. They run schools like businesses, cutting costs to stay strong.
That said, schools still need to protect their values. It’s a balance. You must manage money, support learning, and stay honest with staff and parents.
More parents now expect clear answers and results. That makes school leadership harder, but also more important than ever.
How Schools Can Adapt to a Changing Leadership Landscape in Higher Education?
Schools today face more pressure than ever. Parents want value. Costs keep rising. Old models don’t always fit modern needs. To stay relevant and sustainable, schools must think differently about how they teach, charge, and grow.
Flexible Models May Replace One-Size-Fits-All
A flat fee for every student may not work much longer. Not all students use every facility. Some focus on drama, others on sports, and many prefer academics. A flexible pricing model could let families pay for what they actually use. This approach supports fairness and choice.
At the same time, hybrid learning is becoming more common. A mix of in-person and online education can offer flexibility, reduce strain on buildings, and meet modern learning needs. Some schools will stay traditional, while others may fully embrace these changes.
Technology as a Practical Tool
Modern learning doesn’t stop at textbooks. VR platforms and digital learning tools can make education more engaging, especially for visual learners. These tools create immersive lessons, build confidence, and give students real-world skills. They don’t replace teachers, but they do help them teach in new ways.
New Income Streams Beyond School Fees
Instead of relying only on tuition, schools are now exploring other ways to support their budgets:
- Rent facilities during school breaks
- Form partnerships with local businesses
- Build and sell in-house apps or systems
- Host events, training, or conferences
- Use empty buildings for shared workspaces
- Support staff-led innovation and spin-offs
These steps not only bring in money, they also prepare students for the future. Schools that think like hubs, not just classrooms, are more likely to stay strong. The goal isn’t to change what works. It’s to add smart options that support long-term success.
Conclusion
Leadership in higher education needs more than just skill. It needs clear thinking, strong purpose, and steady action. As we’ve seen, leading in schools today means dealing with real issues. These include rising costs, changing student needs, and pressure from families. It’s not easy, but it matters.
Leaders must know when to hold on to values and when to try new ideas. That could mean flexible fees, better use of tech, or finding new ways to earn income. Each choice affects how schools grow and how students learn.
Good leadership also means working well with others. You can’t lead alone. You need people you can trust and a team that shares your goals. Listening, acting early, and being fair all help build that trust.
Owen Adams showed that strong leadership can come from many paths. What matters is how you use your experience to help others grow.
That said, the future will keep changing. Schools that plan ahead, support their staff, and stay open to new ideas will do well. In the end, leadership in higher education is about doing what’s right for both people and learning. Keep it simple, stay honest, and lead with care.
FAQs
What role does emotional intelligence play in leadership in higher education?
Emotional intelligence helps leaders understand people better. It builds trust and improves how teams work together.
How does leadership in higher education deal with mental health issues?
Strong leaders support mental health by making space for open talk, training staff, and setting clear support plans.
What impact does leadership in higher education have on student success?
Good leadership shapes school culture, which directly affects how students feel, learn, and grow.
Why is communication so important in leadership in higher education?
Clear and honest talk keeps everyone on the same page. It helps avoid confusion and builds stronger teams.
How can leadership in higher education support staff development?
Leaders can give time for training, share feedback often, and help staff take on new roles or tasks.
