Cambridge (Hybrid)
Programme Manager, Open Programmes x 2
£32, 900 – 40, 898 + Benefits
Top 7 business school leadership skills in an online era
Business Schools, Executive Education, Telfer Partners
Online MBAs have once again increased in popularity following what commentators have described as a ‘post-pandemic lull’.
Online MBAs have once again increased in popularity following what commentators have described as a ‘post-pandemic lull’. Indeed, according to data from Validated Insights – a higher education research company – the number of online MBA programmes on offer has increased from 555 in 2018, to 723 in 2023. This is no doubt in response to the changing demands of students themselves, but the impact this trend will have on business school leadership skills in 2025 and beyond could be significant.
A changing landscape
The growth in the number of online MBAs is clearly a result of the evolving demands of business school students. In fact, recent research from CarringtonCrisp revealed that two-thirds of MBA students last year preferred a blended or hybrid format. The flexibility that online courses offer certainly has its appeal in the modern working world; however, it is altering the focus of business schools and their leadership teams.
As Lee Newman, dean at Madrid-based IE commented in a recent article for the Financial Times, “There’s got to be a shake-out given the differences between all these programmes. The question is how to demarcate and to differentiate.” Delivering this will require new skill sets from leaders and promoters of MBAs.
Here are the seven attributes we believe will be most in demand in an online era of MBA learning.
Business school leadership skills trends
1) Moral courage: The modern world of work requires the confidence to be bold and brave, particularly given the volatile economic landscape. Business school leaders are facing more scrutiny, greater calls for innovation and a pace of change that is more significant than it has ever been. In order to ensure institutions are navigating this appropriately, leaders are already having to make quick judgement calls that are more left-field than some may be comfortable with. Perhaps more importantly, though, most are now unable to ‘play it safe’. The future of business education is adapting and leaders have to be vocal as to what they believe will or won’t work. Remaining on the fence about this evolution won’t benefit anyone.
2) Cross-cultural competence: Borders are more blurred now than ever before – particularly as online-MBA demand increases. However, with this comes a growing need to be able to mitigate against and manage cross-cultural difficulties. This extends far beyond the traditional recognition of nuances in communication styles or learning opportunities. Geo-political conflicts are causing tensions in both education and the boardroom – and business school leaders now need to be able to help academics navigate the changes this is creating in terms of course content and much more.
3) Navigating ethics and sustainability: This may be a far more personal and individualised topic, but the role of sustainability and ethical leadership has spilt over into business education and corporate boardrooms. While this is another example of an issue that will alter business education modules themselves, leaders also need to look internally at how their school is maintaining an ethical approach to study, including reducing its own carbon footprint and driving sustainable efforts.
4) Efficiency and consistency: As IE Dean, Lee Newman further iterated in his conversation with the FT, there is the potential for an overlap in resources and offerings, which business school leaders will need careful control of; “We are taking a hard look at our entire portfolio. There’s something fundamentally odd about so much overlap. It’s a pretty artificial divide. I think the market is confused. Everyone is questioning what the right formula is.” The leaders of the future must be able to identify where there are inefficiencies in course delivery to maximise the return for the school.
5) An online student-centric mindset: Most business school leaders will already have the experience and knowledge to be able to pinpoint and advise on what attracts students in person, but for online audiences, the mindsets, motivators and drivers are different. Deans and other programme leaders will have to truly delve into what MBA students want and, indeed, expect, from their online experience, and ensure this works.
6) Transformation guidance abilities: While there may have been a shift to online MBAs as a result of the pandemic, it should never be assumed that the foundations are in place to support this resurging growth in online study. Academics, programme leaders, administrators and, indeed, every cog in the business school machine will need to adapt to some degree – and they’ll be looking to leaders to help them navigate through any transformation, no matter the scale.
7) Adaptability: While we may be discussing the resurgence of online MBAs today, that’s not to say that this trend won’t peak or be overtaken by another at some point. Now more than ever, the ability to adapt, pivot and take others on that journey is crucial. Business school leaders who can demonstrate this will prove valuable no matter what direction of travel the MBA landscape goes.
As an expert in executive search for business schools, we know just how rapidly the skills requirements of today’s leaders are evolving. No matter what you’re looking for or where in the world your talent needs are, we can help.
Contact the team today to find you more – and why not join the conversation on LinkedIn.
