Leadership in Further Education and Skills: 5 practical steps

Leadership in Further Education and Skills has seen many stylistic changes over the years. The 'top-down' approach, dominant until the 1980s, was defined by hierarchical decision-making and restricted input. In the 1990s, a more managerialist style emerged, driven by metrics, targets, and KPIs.

By the 2000s, transformational leadership gained ground, aimed at inspiring and motivating staff through a shared vision. The 2010s then saw the rise of distributed leadership, with responsibilities shared more broadly across roles and departments.

While elements of these styles remain, today’s leaders face broader expectations. They must balance strategic, data-driven decision-making with a strong emphasis on staff wellbeing, trust, and collaboration. Leaders are expected to foster innovation, support career development, and motivate teams toward a common purpose.

On top of this, leaders must now consider the employment needs of their local and wider communities, while at the same time focussing on individual learner needs and outcomes. There is also, of course, a demand for digital fluency in an era of rapidly emerging technologies.

Effective, modern leadership in FE and Skills is no easy task. Below, I’ve outlined five practical ways leaders can make a meaningful impact on their learners and employees – and leave a lasting legacy for their organisation.

1. Creating space for your team to thrive

Strong teams are built on two foundations: trust and support. As a leader, being approachable and trusting your staff to do their jobs is essential. People need to feel confident in their autonomy, while knowing support is available when needed.

Micromanagement undermines both trust and morale. It leaves leaders stretched too thin and teams feeling untrusted and demotivated. By giving your team space to lead in their own areas, you create the conditions for them to thrive, and free yourself to focus on the bigger picture.

2. The power of collaboration and delegation

Effective collaboration brings clear benefits: improved efficiency, better problem-solving, more open communication, and stronger alignment around shared goals. It also encourages innovation and helps retain staff by making them feel involved and valued.

Delegation is a key part of this. Sharing responsibilities – in a concerted way – not only builds capability across your team, but also gives you the time and space to think strategically. It’s about working smarter, not harder, and ensuring leadership is a shared effort, not a solo act.

3. Development and succession planning

Good leadership includes preparing others to lead. That means identifying potential, developing multiple candidates for key roles, and creating opportunities for growth. It also means being transparent – communicating clearly about expectations, feedback, and future possibilities.

To achieve clarity on these opportunities, technology has a vital role to play; by utilising the latest continuous performance management tools, leaders and employees have a clear, compliant record of all feedback, set objectives, and progression pathways.

This clear view ahead will help build confidence and resilience across your team. When people see a path forward, they’re more likely to stay engaged and committed.

4. Making leadership count

Start with purpose – know what you’re trying to achieve and why it matters. Focus on outcomes rather than activities, and empower others to make decisions where they can. Invest time in relationships, and don’t delay when courageous conversations need to be had.

In Further Education and Skills, change is constant, so lead it actively. Communicate openly, celebrate progress, and treat setbacks as learning opportunities. These habits build trust and help create a culture where people feel safe to take initiative and grow.

5. Leading with empathy

Empathy in leadership is about understanding people’s perspectives and responding with fairness and care. It involves listening well, staying curious, and being flexible when circumstances change. It also means acting with integrity and consistency.

When leaders take the time to understand their teams, they build stronger working relationships and more inclusive environments, ultimately leading to improved outcomes for learners.

Conclusion

Leadership in Further Education and Skills is no longer about simply managing people or processes – it’s about shaping environments where others can succeed. As the demands on educational organisations continue to grow, so too does the need for leaders who can think strategically, act with integrity, and lead with clarity and empathy. This ethos should bring positive outcomes for both staff and students.

The five areas outlined above – trust, collaboration, development, impact, and empathy – are not quick fixes or one-off initiatives. They are ongoing commitments that require attention, reflection, and consistency. When embedded into everyday leadership practice, they can transform the culture of the organisation, leaving a lasting and impactful legacy.

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