The Future of Higher Education Management: Essential Competencies for Senior Leaders at Swiss HEIs
As higher education institutions (HEIs) navigate an increasingly competitive and resource-constrained world, their leaders must rise to the occasion. The role of senior leaders has never been more critical – or more complex.
A recent study across all types of Swiss HEIs – based on a nationally representative survey and qualitative interviews – provides revealing insights into who these senior leaders are, the challenges they face, and the competencies they will need to secure a sustainable and innovative future for Swiss HEIs.
Who Are the Senior Leaders Shaping Swiss HEIs?
The profile of higher education management in Switzerland remains strikingly uniform. A resounding 68% of senior leaders are men, and 80% are Swiss nationals. The average leader is in their mid-50s, has been in their current management position for 5.5 years and at the respective institution for 13.7 years. Senior HEI leaders often have a background in natural sciences and technology (43%) or the humanities and social sciences (35%) – only 23% have a background in business administration.
The path to senior leadership is often an academic one rather than a managerial one. Most leaders ascend from within their institutions, with 55% being internally promoted rather than being externally recruited. 39% of senior leaders had no prior experience in general management before stepping into their roles. International exposure remains surprisingly limited, as only 33% have worked abroad for more than three years, signalling a potential gap in global expertise.
What Sets Great HEIs Leaders Apart?
The model distinguishes six GMC dimensions comprising 28 individual competencies that define successful higher education management. A leader’s ability to inspire and motivate teams, develop forward-thinking strategies, and navigate institutional changes within a complex academic expert organisation is paramount. Mastering financial sustainability, forming key political and industry partnerships, and understanding the intricate structures of HEI governance are equally essential.
Currently, leadership and strategic thinking and acting are considered the most critical GMC dimensions. However, looking ahead, expertise in fundraising, alumni engagement, and community outreach is expected to become increasingly important as HEIs seek new revenue streams and stronger connections with stakeholders.
Potential for Leadership Development
Despite the growing complexity of HE management, structured leadership development remains uncommon. Only 44% of senior leaders have participated in formal leadership training programs, meaning many have had to learn essential skills on the job. In fact, 39% of senior leaders entered their roles without prior management experience and only 23% with a business administration background, underscoring the urgent need for more comprehensive training opportunities in addition to for example personal coaching or mentoring. With so much at stake, the question is clear: How can Swiss HEIs better equip their future senior leaders?
A Roadmap for Strengthening HEI Management
The study suggests several key strategies to ensure a stronger, more effective leadership pipeline for Swiss HEIs. Increasing gender and international diversity among management teams is essential to bring fresh perspectives and innovative solutions. Encouraging career mobility between academia, industry, and the public sector could broaden experience and create well-rounded leaders with a global outlook.
Structured leadership training should become the norm rather than the exception. From developing targeted training programs for deans and department heads to implementing national leadership development initiatives, Switzerland can look to models in the Netherlands, Sweden, and Israel for inspiration. Strengthening financial and strategic leadership education will also be crucial in equipping future senior leaders with the skills to manage budgets, make data-driven decisions, and secure long-term institutional funding.
Currently, 58% of senior HEI leaders are selected through open application processes, while traditional academic self-governance remains dominant, posing both opportunities and challenges. Reforming recruitment and training processes will be key to ensuring that Swiss HEIs are led by individuals who are ready for the evolving landscape of higher education.
Conclusion: The Future of HEIs Management
Swiss HEIs stand at a pivotal moment, and their future will be defined by the strength of their leadership and management. As financial constraints tighten, technology accelerates, and global competition intensifies, the demand for visionary, adaptable leaders has never been greater. This study provides a roadmap for HEIs to cultivate senior leaders who can embrace change, drive innovation, and keep Swiss HEIs competitive on the world stage.