Sarah Hubbard and Hannah Fromageau, the directors of our Transition to Leadership programme, write that many people believe leadership begins when they receive a formal title. However, they argue, leadership often starts much earlier.  

You may already be influencing decisions, leading projects, supporting colleagues through change or bringing people together around a shared purpose. The transition into a formal leadership role is not the beginning of leadership. It is the moment leadership changes.   

Rather than being responsible primarily for your own contribution, you become responsible for creating the conditions in which others can succeed. This shift lies at the heart of Advance HE’s Transition to Leadership programme, where participants explore their personal leadership, their relationships with others and their role in leading within complex and evolving organisational contexts.   

Personal leadership: understanding how you show up  

One of the most significant transitions into leadership is personal.  

Many new leaders have built their reputation through expertise, commitment and individual achievement. While these strengths remain important, leadership requires a broader perspective. Success is no longer measured solely by what you achieve yourself; impact emerges by how effectively you enable others to contribute and perform.   

Developing self-awareness is therefore critical. Effective leaders understand their values, strengths, motivations and impact on others. They remain grounded in this self-knowledge while adapting to the changing demands of leadership.   

Team leadership: enabling others to thrive  

Leadership is fundamentally relational.  

As responsibilities grow, the ability to build trust, collaborate effectively and influence others becomes increasingly important. Rather than stepping in with solutions, leaders often create opportunities for others to think, contribute and grow.   

High-performing teams are built through strong relationships, clear communication and shared purpose. Leadership is less about directing and more about enabling others to do their best work.   

Leadership in times of change: navigating complexity  

Higher education is operating in an increasingly complex environment.   

Financial pressures, technological developments, changing expectations and organisational transformation require leaders to think beyond their immediate area of responsibility.   

This calls for curiosity, adaptability and a willingness to consider different perspectives. Leaders may not always have the answers, and they can help others make sense of uncertainty, navigate change and identify opportunities for progress.   

Creating lasting impact  

Over time, many leaders discover that the most powerful question is, “what conditions do I need to create for others to achieve?”  

Leadership impact is reflected in the environments we create: cultures of trust, opportunities for learning, clarity of purpose and a shared commitment to success. When leaders focus on these foundations, individuals, teams and organisations are better equipped to thrive.   

Leadership as a continuous journey  

Leadership is not a destination. It is an ongoing process of learning, reflection and growth.  

The Transition to Leadership programme provides aspiring and emerging leaders with the opportunity to develop greater self-awareness, strengthen their leadership practice, learn alongside peers and build the confidence to lead effectively in a complex higher education environment.   

Sarah Hubbard is a Senior Consultant at Advance HE specialising in leadership and organisational development in higher education. She supports aspiring and experienced leaders to navigate complexity, strengthen their leadership practice and create meaningful impact. Her work combines systems thinking, reflective practice and leadership development to help individuals and institutions thrive.  

Hannah Fromageau is a Senior Consultant in Leadership and Management at Advance HE. Drawing on extensive experience designing and facilitating leadership development programmes, she supports higher education professionals to expand their impact, strengthen their practice and navigate the opportunities and challenges of leadership.