Here’s a concise summary of the article “Being Chair at a Time of Existential Challenge” (published August 12, 2025) by Duane Coltharp and Lisa Jasinski on Inside Higher Ed:
Key Points & Guidance for Department Chairs Amid Crisis
The Weight of Midlevel Leadership
Higher education has faced a cascade of existential challenges—social, political, economic—making leadership especially demanding .
Midlevel leaders (like department chairs), often located between senior administration and faculty/students, typically lack adequate leadership training and support .
Accept Constraints, Act Wisely
Chairs should acknowledge the limitations imposed by legal, moral, or procedural boundaries—they don’t have all the authority .
Instead of overpromising (e.g., on safety or legal help), they should thoughtfully connect individuals to appropriate institutional resources .
While chairs can engage as private citizens (e.g., protest, advocate), they must carefully separate personal activism from their official role to maintain trust and inclusivity among diverse constituents .
Use Creative Action — and Strategic Restraint
Small gestures—like shared walks or baked goods—can boost morale and foster connection .
For faculty under pressure (e.g., due to funding loss or grant rejection), chairs might need to recalibrate expectations around productivity and promotion timelines .
It’s equally important to practice intentional inaction: postpone non-urgent initiatives (like speakers or retreats) so energy can be reserved for immediate needs .
Starting the academic year with modest, clear, prioritized goals can help maintain focus and reduce overwhelm for everyone .
Stability Management
Drawing on Ashley Goodall’s concept of “stability management,” the authors emphasize the importance of creating a sense of belonging, autonomy, and meaning even amid disruption .
Lean on Institutional Expertise
Amid external mandates and crises, chairs should defer to campus experts—public health personnel, legal counsel, grant managers, financial aid advisers—rather than attempting to navigate these areas alone .
Embrace the Role’s Dualities
Chairs may lack broad decision-making power, but they can greatly influence tone, climate, and empathy within the department .
Not all problems are theirs to solve, but offering moral support can be impactful .
And crucially: caring for one’s own spirit is essential. The role can erode internal resilience—remaining grounded in the value of one’s discipline and contributions can help prevent burnout .
In Summary
Midlevel leaders in higher education—especially department chairs—face uniquely challenging conditions. Though often underprepared and under-resourced, chairs can still make a meaningful difference by:
Recognizing their boundaries and acting responsibly.
Fostering support through personal connection and purposeful restraint.
Prioritizing stability in times of flux.
Relying on institutional expertise when needed.
Embracing the emotional complexity of the role while preserving their own resilience.