Leading in the Liminal Space

Leadership in higher education isn’t about managing what’s comfortable—it’s about navigating what’s uncertain. As deans, we live in the liminal space, that in-between place where the old ways don’t quite work anymore, but the new ones haven’t fully taken shape. It’s a challenging space, but it’s also where real leadership happens.

The Work of Leading in Uncertainty

One of the biggest traps leaders fall into is thinking they need all the answers before moving forward. That’s not how leadership works. Our role isn’t to eliminate uncertainty but to create clarity within it—to frame challenges in ways that allow others to act.

That starts with communication. Faculty and staff don’t expect us to know everything, but they do expect us to be honest, to listen, and to make decisions with integrity. The best thing we can do in liminal spaces is bring people into the process. The more collaborative and transparent we are, the more trust we build.

Balancing Tradition and Progress

Every institution carries a history—traditions, structures, and ways of doing things that have defined its culture. At the same time, higher education is shifting. Funding models are changing, student expectations are evolving, and the role of academic programs is being redefined.

As deans, we stand at the intersection of these forces. It’s our job to help faculty and staff navigate change without losing sight of what makes our institutions distinct. That means honoring the past while preparing for the future. It’s not about resisting change or rushing it—it’s about leading it with purpose.

Building Resilience in Teams

Change can wear people down. In uncertain times, faculty and staff need to know they’re supported. Resilience isn’t just about enduring difficulty—it’s about equipping teams with the mindset and tools to adapt.

That happens through intentional leadership. Recognizing and celebrating small wins. Creating space for honest conversations. Making sure people feel seen and heard. Resilient teams don’t just survive liminal spaces; they learn to work within them and come out stronger.

Liminal Leadership as an Opportunity

The truth is, there’s no final destination in leadership—just a series of transitions. The best leaders don’t wait for stability to return; they step into uncertainty with a clear vision and a commitment to their people.

The question isn’t whether we’ll lead in liminal spaces—it’s how well we’ll do it. Will we wait for clarity, or will we create it?