Leadership culture as a catalyst for university democracy

Authors: Aura Kivilaakso & Henri Karppinen

In university leadership, traditional leadership thinking intersects with the world of academic freedom, creating unique pressures for university governance (Crevani et al. 2015).  University governance is closely linked to both internal and external structures, where leadership operates within frameworks shaped by academic traditions and managerial models adapted from the business sector (Sulkowski 2023; Bileviciute et al. 2019). Public discourse has frequently highlighted concerns about the state of university democracy, particularly the concentration of power within top management and administration (Temmes 2011; Ylijoki et al. 2024).

Strengthening academic leaders’ roles in strategic leadership can enhance university democracy by ensuring leadership experience is not solely focused on strategy implementation. At the University of Helsinki, a training concept on the strategic management of research activities was developed. This peer-discussion-based training offers an effective way to address challenges in strategic research management.

From elements to a whole – understanding research management

Research management encompasses a wide range of expertise, from questions related to the pre-award and post-award support of research projects to understanding research integrity and the legislation governing research activities (Kerridge 2023). In the context of strategic research management, the leader’s role is particularly distinctive. The diverse operational environment poses challenges in forming a comprehensive understanding. However, from the perspective of leadership culture, it is essential for leaders to grasp the overall picture without becoming overly focused on individual components (Mäki 2017).

Leadership culture emerges from the intersection of expectations, actions, and interpretations related to leadership within an organization. It is a multifaceted and sometimes contradictory concept that incorporates perspectives from both leaders and staff. Analysing leadership through the lens of leadership culture helps identify underlying thought patterns influencing organizational behaviour (Mäki 2017; Aitken 2007). The concept of leadership culture includes the intention to develop leadership itself (Miller 2017). Although leadership development is challenging, effective leadership can significantly influence the prevailing culture within an organization.

Training concept on the strategic management of research activities

The research management training concept developed for the University of Helsinki was created as a master’s thesis in Regenerative Leadership at the LAB University of Applied Sciences (Kivilaakso 2025). The study was conducted as participatory action research, which aims to deliver change in the phenomenon being studied.

A key insight in designing the training was that a participatory planning process – based on the reflections of the target group – leads to a purposeful and targeted training that also supports the broader strategic development of the university. Only a few of the factors facilitating research management were found to be related to the leaders’ personal attributes, whereas many are linked to the organization and its culture (Figure 1). By increasing reflective dialogue between leaders, the training contributes to an inclusive and regenerative leadership culture within the university.

Figure 1. Factors facilitating the management of research activities (Kivilaakso 2025)

A training concept that fosters leadership culture not only strengthens the skills of leaders but also positively impacts the state of university democracy. Research management requires specific competencies, such as content knowledge and personal experience in academic research within a particular field.  Leaders responsible for research ensure that the voices of the university community are heard and acknowledged – not only during the implementation of strategies but also in shaping the direction of the organization.

Strengthening leadership for a democratic and collaborative future

The development of leadership culture in a hierarchical university organization is of significant importance. Strengthening the role of strategic leaders responsible for research – not only as the heads of their units but also as a group guiding the university’s direction, is crucial.

Enhancing the role of unit-level leaders within the university organization can positively impact the development of university democracy. It is crucial that they participate in setting the direction for the organization and promote dialogue among academic staff within their units. In this endeavour, an inclusive, learning-oriented, and regenerative leadership approach is central. Leadership training supports leaders in growing into this role. By strengthening leadership culture, universities can ensure that their leaders are well-equipped to guide their institutions towards a more democratic and collaborative future.

References

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Authors

PhD, MBA Aura Kivilaakso works as a Project Manager at the University of Helsinki’s Research Services. Her tasks include supporting the strategic development of research activities and the improvement of research conditions at the University and its units.

D.Sc. (Tech.) Henri Karppinen is a Principal Lecturer in Strategy and Innovations at LAB University of Applied Sciences- He specializes in addressing multifaceted and complex problems in various industrial and service environments.

Illustration: https://www.pexels.com/photo/attentive-group-during-presentation-18999484/ (Pexels Licence)

Reference to this article

Kivilaakso, A. & Karppinen, H. 2025. Leadership culture as a catalyst for university democracy. LAB Pro. Cited and date of citation. Available at https://www.labopen.fi/lab-pro/leadership-culture-as-a-catalyst-for-university-democracy/