Higher Education (HE) leaders tackle a wide range of challenges – some age-old, and some that have emerged in more recent years. Legislative and policy changes, public scrutiny, declining trust in institutions, social media, and even employee activism are piling pressure onto academia's leaders. This is the landscape Casilda (Casi) Godoy Clarich Ed.D. knows better than most, and the focus of her session at Higher Education Shared Services & Outsourcing Week.
What Principled Leadership Looks Like
A leader with strong principles is one that an employee remembers fondly, not because of their similarities or special connection, but because they consistently did the right thing. These are leaders who are anchored in their values and focused on an organization's mission – and can operate without compromising either of these positions.
Increasingly political environments, whether that's within the organization or the region it operates in, challenge principled leaders. Hostility and conflict have the power to politicize people, and it takes strength not to be swept up by the heat of political disagreements. That necessary strength is what makes principled leadership so valuable. Maintaining those values in the face of pressure requires conscious effort.
Principled leaders operate with trustworthiness, respect, accountability, and honesty, no matter who they are speaking to and what decision they are faced with. They respond to situations from a place of integrity, rather than react with emotions: "That's your focus, with all that's happening around you: to maintain your credibility as a leader and to keep your emotions out of it," said Dr. Clarich. "You go back to your core values of the organization, of the mission, of the objective of the project. Remember to always lead with transparency."
Expanding on this, Dr. Clarich emphasizes, "Your focus is not on taking positions, but on sustaining your credibility and modeling organizational cohesion. Ensure quality execution and focus on the work."
Principled Leadership versus Politicized Leadership
Politicized leaders stand in stark contrast to their principled counterparts. A principled leader responds to the mission at hand. A politicized leader, on the other hand, responds to pressure. A principled leader is driven by their values, while a politicized leader is driven by their emotions. A principled leader is focused on their organization's purpose. A politicized leader is focused on their public perception.
Often, a politicized leader reveals themselves as someone who can't be trusted. They might change their behavior or opinion based on who is in the room. They might take feedback or decisions personally, rather than being able to look at the bigger picture. The way these leaders operate erodes both trust and feelings of security among the workforce, which is detrimental for the long-term health of an organization. "Principled leaders think long term and always protect trustworthiness. That trusting relationship is key," said Dr. Clarich.
How to Become a More Principled Leader
Being a principled leader can come naturally to some, but consistently applying those principles takes experience. "It can be really, really difficult to do, but you also learn to strengthen that muscle as well. It's part of your emotional intelligence factor." This could sound intimidating, but Dr. Clarich's message is an inspiring one: any leader can cultivate this type of leadership with effort and determination.
Being able to pause and not react out of fear or frustration is one of the muscles that needs that training – and one that many people working in higher education get to train daily. Dr. Clarich shared some hard-won advice: "Another thing I learned was – whenever there's a challenging situation, a difficult conversation, or tumultuous incident – to take a deep breath and even step away from the room if you have to. Otherwise, you will react emotionally."
Finally, Dr. Clarich emphasized the positive impact of transparency – a trait that sometimes requires humility but always has a better effect on workforces than evasion or dishonesty. Reflecting on periods of organizational change, Dr. Clarich encouraged leaders to be comfortable admitting when they simply do not know something, while being clear about what they can share.
Demonstrating this, she offered examples: "I don't know what I don't know. We'll figure it out," she said. "I can only say what I can tell you. Here's what I do know, and how we move forward." For leaders managing difficult conversations such as restructures, that willingness to communicate openly and honestly can be one of the most powerful ways to build trust and strengthen relationships over the long term.
Key Takeaway for Higher Education Leaders Who Want to Grow
Ultimately, Dr. Clarich's message concluded that principled leadership is anchored. It is not neutral. It is much more than saying the right thing. It is about responding to challenges in a way that remains consistent with your values and allows you to steadfastly stand by your decisions long after the pressure has passed. "There's a simple test of: do you sleep well at night?" she asked. If the answer is yes, that's a strong indicator that you are acting in accordance with your organization's mission and your personal principles.
If you want to be part of future conversations about leadership in higher education, be sure to check out our upcoming events. We look forward to seeing you there.