Dr David Beech, an organisational psychologist and Lecturer in Salford Business School, recently presented his practical research on strengthening leadership in higher education at Advance HE’s second Applied Leadership Symposium, held online in April 2026.
David’s work explores how universities can develop leadership approaches that better balance institutional performance with wider responsibilities to students, staff, society, and the environment. His recommendations align closely with the Committee of University Chairs’ Higher Education (HE) Code of Governance and contribute to discussions around Advance HE’s proposed Framework for Leading in Higher Education.
Rethinking leadership in universities
At the centre of David’s research is the concept of normative leadership – leadership shaped not only by performance targets and operational goals, but also by values, responsibilities, rights, and the wider common good.
Drawing on research from cultural and organisational psychology, David argues that leadership decisions are influenced by a balance between self-interest and broader social interests. Understanding and managing this balance, he suggested, is essential for effective leadership within universities and other complex institutions.
His research proposes that these shared interests and responsibilities should underpin all areas of leadership activity, including governance, management, and day-to-day implementation.
Addressing gaps in leadership frameworks
During the symposium, David highlighted areas where stronger emphasis on normative, values-led leadership could enhance Advance HE’s proposed framework.
He argued that university leadership should move beyond narrow measures of economic performance and employability alone, and place greater emphasis on citizenship, trust, wellbeing and institutional legitimacy.
In particular, David suggested that leadership outcomes and impact in higher education should include:
- Supporting citizenship alongside employability
- Strengthening trust and wellbeing among students and staff
- Recognising the importance of governance legitimacy and public confidence
- Contributing social, cultural, and ecological value alongside economic value
He also proposed that university culture, strategy, and vision should reflect the diverse and sometimes competing interests of students, staff, and wider stakeholders.
Leadership in a changing social context
A key theme of David’s presentation was the growing tension between economic priorities and wider social responsibilities within higher education and society more broadly.
He argued that an increasingly narrow focus on economic and employability outcomes over recent decades has contributed to declining trust in institutions and growing public dissatisfaction with technocratic approaches to governance.
Universities, he suggested, face an important choice: to operate primarily within economic boundaries or to renew their role in supporting citizenship, democratic participation, social responsibility and ecological stewardship.
Advancing the conversation
David’s presentation contributes to wider national and international discussions about the future purpose of higher education leadership. By combining psychological research with practical governance recommendations, his work highlights how universities can strengthen leadership approaches that support both institutional success and the broader common good.