Best Places to Grow
Showcasing Innovative and Impactful Higher Education Leadership & Professional Development Programs
We’re proud to announce the honorees of our Best Places to Grow initiative—an opportunity to celebrate higher education departments and institutions leading the way in professional and leadership development.
These campuses don’t just support growth, they champion it. Through bold, intentional programs, they empower faculty, staff, and students to thrive in their roles, innovate in their fields, and grow as leaders. Their commitment fosters cultures of creativity, collaboration, and lifelong learning.
Best Places to Grow is our way of spotlighting those investing in people and transforming what’s possible in higher education.
Join us in recognizing the institutions that are truly the Best Places to Grow.
Campus-Wide Leadership Development
Best Campus-Wide Leadership Development Program
Honoring the institution that goes above and beyond to provide leadership.
The 2025 recognition goes to...
The University of Texas at Dallas
We are excited to recognize the BRIGHT Leaders program at the University of Texas at Dallas, a professional development initiative dedicated to growing leadership potential across campus.
Their program’s guiding philosophy, "Leading Where You Are," emphasizes that leadership isn’t confined to titles—it’s embedded in actions. The BRIGHT acronym reflects the qualities this program nurtures:
- Bold – Challenging themselves and others to explore new ideas and take action.
- Responsible – Embracing the responsibilities of leadership with integrity.
- Inclusive – Honoring and valuing diverse perspectives and experiences.
- Growing – Recognizing that leadership is a continuous journey requiring active engagement.
- High-Performing – Enhancing expertise, contributing to strategic initiatives, and fostering collaboration.
- Transformative – Driving meaningful, lasting change through influence and understanding.
It's a framework that fits not just those with the official charge of leadership but also those not yet tapped to lead. This is a program proud to treat each employee on campus as a potential leader, elevating not just the quality of their leadership bench but also the campus culture.
The BRIGHT Leaders program is designed to create a dynamic learning environment that embraces new technology and diverse learning formats, ensuring accessibility for all participants. Primarily hosted online through Microsoft Teams, the program offers a flexible, campus-wide platform for engagement. Beyond coursework, the Teams group serves as a community hub, where participants can exchange ideas, seek support, and encourage one another.
To accommodate different learning styles and professional development needs, the program offers multiple engagement opportunities. Participants can explore curated course collections focused on key leadership skills, join book clubs that foster discussion and reflection, or attend leadership talks where senior leaders share their experiences and insights. This variety ensures that learners can personalize their leadership journey.
A key component of the program is its integration of both internal and external leadership resources. One standout tool is the Five Paths to Leadership® Self-Assessment, provided by Academic Impressions. With two certified facilitators, the program effectively utilizes this assessment to enhance team dynamics, helping both emerging and seasoned leaders understand how their leadership style shifts under stress, an essential insight for personal and professional growth.
Though still in its early years, BRIGHT Leaders is making its mark. The program has expanded in both attendance and offerings, with participants actively engaging, sharing ideas, and shaping its future. It’s also fostering greater cross-campus collaboration and gaining external recognition, including from CUPA-HR, as a model for professional development.
Leadership development isn’t just about individual growth. It’s about strengthening institutions from within. Programs like BRIGHT Leaders put leadership tools in the hands of employees at every level, empowering them to take initiative, make informed decisions, and inspire those around them.
By investing in leadership, institutions don’t just build better leaders—they build stronger, more connected communities.
Outstanding Broad Leadership Development Program
Applauding a transformative campus-wide program that cultivates student leadership, empowers faculty and staff, and fosters a culture of growth and excellence—on campus and beyond.
The 2025 recognition goes to...
Hillsborough Community College SouthShore campus
We are privileged to recognize Hillsborough Community College’s (HCC) SouthShore campus for their efforts to strengthen leadership on their campus and in their community.
At the HCC’s SouthShore campus, leadership isn’t just a concept—it’s a practice embedded into the student experience. Through the SouthShore Leadership Development Program, students, faculty, and staff engage in an initiative designed to cultivate servant leadership, foster community engagement, and promote professional growth. The program has become a cornerstone of student development, preparing individuals for leadership roles both on and off campus.
At the heart of SouthShore’s approach is its Servant Leadership Program, which boasts over 200 student participants. This flagship initiative emphasizes leadership through service, accountability, and personal growth. Students go beyond the classroom to engage in real-world leadership experiences, contributing more than 3,500 hours of community service annually. These efforts are supported through partnerships with 19 local organizations in the SouthShore and Wimauma areas, allowing students to make a tangible impact on their communities.
Leadership at HCC extends beyond traditional service roles. More than 150 students are actively involved in Student Government, campus clubs, and leadership committees, where they develop skills in advocacy, marketing, social media, and event coordination. These experiences not only enhance their leadership capabilities but also instill a sense of civic responsibility and teamwork.
One of the defining strengths of the Leadership Development Program is the involvement of faculty and staff. Professors and college administrators actively mentor students, offering guidance in leadership committees, Student Government initiatives, and community service projects. This hands-on mentorship ensures that leadership development is not just a student-driven effort but a collaborative campus-wide culture.
Additionally, faculty and staff participate in professional development programs that refine their mentorship skills and leadership strategies. By engaging in these initiatives, they contribute to a stronger campus environment where leadership is valued and nurtured at every level.
Coaching is a fundamental component of the SouthShore Leadership Development Program. Students receive personalized mentorship through one-on-one and group coaching sessions led by faculty, staff, and experienced student leaders. These sessions focus on key areas such as ethical decision-making, communication, and leadership confidence.
Beyond personal development, the program also emphasizes career readiness. Leadership participants gain critical skills in areas that prepare them for leadership roles in the workforce. Resume-building workshops and career coaching further support students in their transition from college to professional life.
To ensure students and faculty have access to high-quality leadership training, the program integrates additional learning resources from sources like Academic Impressions. These resources help refine coaching strategies, expand leadership education, and offer students expert-led content on ethics, decision-making, and team dynamics. By incorporating diverse leadership models and case studies, the program enhances the practical application of leadership principles in real-world settings.
The success of HCC SouthShore’s Leadership Development Program is evident not just in student participation but also in its broader impact. The program has received national recognition, including the National Community Service Award from the Association for the Promotion of Campus Activities (APCA). Competing against over 50 universities and colleges, this award highlights the program’s commitment to leadership excellence and community engagement.
Over the past year, student participation in campus leadership activities has doubled, reflecting an increased enthusiasm for leadership opportunities. Involvement in Student Government, clubs, and committees continues to grow, creating a culture of collaboration and service that strengthens the entire campus community.
Through its innovative approach to leadership development, Hillsborough Community College’s SouthShore campus has created an environment where students don’t just learn about leadership—they experience it firsthand. By blending academic learning with service, mentorship, and hands-on engagement, the program ensures that students are not only prepared for leadership roles but are also equipped to make a lasting impact in their communities.
As the program continues to grow, HCC SouthShore remains committed to fostering a culture of ethical leadership, collaboration, and personal growth. With strong faculty and staff involvement, community partnerships, and a focus on real-world leadership experiences, the program has created a model for holistic leadership development in higher education.
Best Place to Grow Through Transformational Leadership
Congratulating the program that is setting a standard for integrated leadership development by empowering faculty, staff, and students through visionary leadership, strategic coaching, and a culture of continuous innovation.
The 2025 recognition goes to...
New Jersey Institute of Technology
We are proud to acknowledge the New Jersey Institute of Technology’s Martin Tuchman School of Management (MTSM) with the Best Place to Grow Through Transformational Leadership designation. They are redefining what it means to be a hub for professional and leadership development.
As a smaller school within NJIT, MTSM has made strategic investments in integrating business education with technology, positioning itself as a leader in fostering growth through innovation. Its initiatives span faculty leadership in research, a strong entrepreneurial ecosystem for students, and robust professional development for staff.
Faculty development is at the core of MTSM’s success. Professors hold editorial roles in prestigious journals like OMEGA and have chaired leading conferences. Through mentorship programs, they introduce high school students to business and STEM fields, expanding the school’s impact beyond campus. Faculty receive consistent support for attending national and international conferences, collaborating on research, and exploring emerging business technologies.
The school’s entrepreneurial spirit is embodied in its Center for Student Entrepreneurship, which has helped MTSM maintain a top-50 ranking among entrepreneurship programs for six consecutive years. Students benefit from hands-on leadership opportunities, new club formations, and impressive performance in business competitions. The Dean’s Leadership Council further empowers student voices, facilitating engagement with faculty and industry leaders. A special emphasis on women’s leadership has strengthened diversity and inclusion in student organizations.
MTSM’s dedication to staff development is equally strong. Through leadership programs, cross-training, and coaching—often supported by partners like Academic Impressions—staff gain critical certifications and grow their careers within NJIT. This commitment is reflected in the recent promotions of three staff to managerial positions and two who leveraged professional development funds to pursue PhDs in higher education leadership.
Coaching is a key pillar of the MTSM experience and is deeply embedded in the school’s culture. Faculty receive guidance on scholarly and editorial leadership, while staff benefit from NJIT’s internal and union-led training programs. Students are supported through peer-to-peer mentorship, alumni networks, and coaching from business professionals on innovation, career readiness, and strategic thinking.
The school has also integrated Academic Impressions’ resources into its leadership development strategy. The Dean, currently engaged in coaching through Academic Impressions, has championed embedding critical thinking and entrepreneurial methodologies into faculty and staff coaching. These efforts are equipping the MTSM community with the skills needed to navigate the evolving landscape of higher education.
The outcomes of MTSM’s initiatives speak volumes. Faculty have earned best paper awards, led conferences—including one at Oxford University—and served on NASA panels. They’ve also secured competitive NSF grants. Staff retention has strengthened, and student success metrics have soared: enrollment has doubled over five years, retention surpasses 80%, and job placement rates exceed 93%. Applications for Fall 2025 are at a record high, and annual fundraising now tops $1.3 million.
This external support has fueled transformative opportunities: leadership conferences for students through SHPE, ALPFA, and ROTC; conference participation for staff; and enhanced faculty research. MTSM’s leadership, particularly through the Dean’s vision, has also earned recognition from the New Jersey business community, including the ROI NJ Women in Business Top 40 Award and the NJBIZ Education Power 50.
Through intentional leadership, strategic coaching, and a culture of continuous learning, MTSM ensures that its faculty, staff, and students thrive—now and into the future.
Best Program for Building a Sustainable Leadership Culture
Celebrating a program that is focused on creating a strong, sustainable leadership bench.
The 2025 recognition goes to...
Blinn College
We are excited to recognize Blinn College and its Outstanding Program in Building a Sustainable Leadership Culture and its efforts to build a sustainable leadership talent pool. They are proving that leadership development doesn’t have to come from outside consultants or canned corporate models. Instead, they’re growing their own leaders through a homegrown program that blends innovation, collaboration, and long-term impact.
The FutureWorks Leadership Academy is more than just a leadership training—it’s an innovation lab, a networking hub, and a professional accelerator, all rolled into one. Designed specifically for full-time faculty, staff, and administrators, the program accepts no more than 20 participants each year. These “FutureWorks Fellows” are either nominated by a Senior Fellow (a program graduate) or apply themselves, creating a cohort that spans departments, roles, and campuses.
The experience kicks off with a retreat at a 1,000-acre site within an hour of any of Blinn's six campuses. There, Fellows participate in team-building and self-discovery activities, including buddy pairings intentionally matched to maximize diversity of experience and perspective. Over the academic year, the cohort meets monthly for sessions centered around themes like personal strengths, communication skills, creativity, and visioning. Sessions are hands-on and interactive, often led by Senior Fellows and campus leaders, and grounded in readings like The Leadership Challenge by Kouzes and Posner.
A distinctive feature of the program is its problem-solving framework. Each Fellow identifies a college process or service in need of improvement. Over the year, the cohort narrows these ideas into one or two actionable proposals. With coaching from Senior Fellows, teams present their proposals to Blinn's executive leadership. If approved, the ideas move forward for implementation.
To date, the results are tangible and wide-reaching. Programs born from FutureWorks include:
- An online student orientation to Blinn’s learning management system (LMS)
- Early registration for veterans
- A faculty-student mentoring program for academically challenged students
- A professional learning community for faculty and staff
- A “Blinn Complete” initiative that alerts students who are close to graduation
- The HUB, an intervention for students on probation or returning from suspension
These programs haven’t just stayed on paper: they’re live, active, and districtwide. The online orientation alone has reached nearly 55,000 students and is linked to improved academic performance in online courses.
FutureWorks has also impacted career trajectories. To date, 126 employees have completed the program, and many now serve in key leadership positions across the College. Senior Fellows chair critical committees and serve as Deans and Executive Deans, carrying FutureWorks principles into their daily leadership.
Recognizing the demand for continued growth, Blinn introduced FutureWorks 2.0, a semester-long program exclusively for Senior Fellows. This smaller, focused cohort explores topics like emotional intelligence and empathetic listening. Inspired in part by leadership development resources from other organizations, these sessions promote deeper reflection, relationship-building, and cross-functional collaboration.
Importantly, FutureWorks isn’t just about leadership titles—it’s about leadership behaviors. The collaborative model emphasizes peer learning, shared ownership of challenges, and building a culture of innovation. Faculty and staff from different disciplines and campuses come together not just to learn, but to lead and launch new initiatives that make life better for students.
That kind of grassroots impact is hard to manufacture from the top down. It’s also hard to fake. At Blinn College, leadership development isn’t a one-time workshop—it’s a living, evolving part of the institution’s culture.
Academic Leadership Development
Best Faculty Leadership Development Initiative
Honoring faculty development initiatives that combine personalized coaching, structured mentorship, and a strong focus on well-being to empower faculty at every career stage.
The 2025 recognition goes to...
Texas Tech University
We are happy to recognize Texas Tech University for its outstanding faculty leadership development initiative.
Texas Tech University has taken significant steps to foster faculty growth and leadership through two innovative programs: the Faculty Mentorship Academy (FMA) and the Institute for Faculty Excellence (IFE). These initiatives reflect the university’s commitment to supporting faculty at all career stages by promoting professional development, well-being, and leadership skills.
The Faculty Mentorship Academy is a nine-month program designed to offer structured mentorship opportunities through Mentorship Circles. These groups facilitate discussions on research, teaching, service, professional practice, and well-being.
The program’s development was guided by extensive research, including data from survey results and locally collected data based on barriers to tenure. Those findings highlighted faculty concerns about tenure-related challenges, professional advancement, and work-life balance, reinforcing the need for structured mentorship.
FMA’s impact is clear from its 2023-2024 cohort data:
- 88% of mentees expressed satisfaction with the program.
- 92% reported professional growth.
- Participants significantly increased their understanding of department culture, tenure, and promotion requirements.
- 92% found the Mentorship Circle structure enhanced group discussions.
- Mentorship experiences, including mentor rapport and access to university resources, were rated 4.4 out of 5.
The Institute for Faculty Excellence extends beyond tenure and promotion to provide faculty with leadership development resources. A collaboration between the Office of Faculty Success and the Teaching, Learning, and Professional Development Center, IFE prioritizes faculty well-being while offering career development tools.
Faculty testimonials underscore the program’s influence. One participant of the 2023–24 IFE Cohort shared that while they had always "'kind of' known that professional/personal growth is a shared need among many of us on campus," the IFE experience revealed just how many "resources, support, mentors, allies/peers [are] out there." They expressed deep appreciation for how the program fosters a sense of community and provides tangible tools for personal and professional growth, concluding, "What I learned about individualized strengths, leadership, compassionate communication, self-advocating, and self-branding will benefit me forever.”
Both FMA and IFE incorporate academic career coaching to ensure faculty receive personalized guidance. The Faculty Mentorship Academy director is a Meyers-Briggs Certified Trainer and Gallup-Certified Strengths Coach, while the IFE director holds certification through the Center for Nonviolent Communication. These credentials enhance their ability to offer individualized coaching sessions, a core part of each program.
A key element of both programs is their integration of Academic Impressions resources. Faculty Mentorship Academy participants must complete at least eight professional development trainings per year, with many opting for flexible, on-demand Academic Impressions webinars. Additionally, the FMA director has attended in-person Academic Impressions workshops and participated in the Five Paths to Leadership® Self-Assessment Facilitation Certification Training in March 2025.
Texas Tech University has seen a direct link between these structured leadership development programs and improved faculty retention and satisfaction. While informal faculty mentoring has long been a part of TTU’s culture, the FMA and IFE provide a formalized approach that enhances existing efforts.
By equipping faculty with the tools, networks, and professional development opportunities needed to thrive, Texas Tech continues to prove its dedication to faculty success, creating a stronger, more resilient academic community for years to come.
Best New Faculty Mentorship Program
Celebrating a program that empowers new faculty with knowledge, connections, and support—laying the foundation for their success and helping them thrive.
The 2025 recognition goes to...
Texas Christian University
We are proud to recognize Texas Christian University's New Faculty Mentoring Program (NFMP), which is making a lasting impact by fostering faculty success, retention, and leadership. Designed to help new faculty integrate into the university community, the program provides a structured yet flexible approach to mentorship.
Housed in TCU’s AddRan College of Liberal Arts, the NFMP pairs new faculty with small cohorts and an experienced faculty mentor. This model encourages regular discussions on key topics tailored to faculty needs in a collaborative, non-hierarchical environment. Over time, these mentoring groups evolve into dynamic professional networks, connecting faculty across disciplines. In addition to small-group mentorship, large-group sessions further enhance faculty engagement and build a sense of community.
The NFMP is guided by six core principles:
- Building a Mentoring Network: Encourages collaboration on teaching, research, and personal well-being.
- Inclusivity: Creates an environment that values diverse identities, disciplines, and career paths.
- Trust: Establishes a safe space for open discussions without fear of judgment.
- Cohort-Centered Planning: Customizes meetings based on each cohort’s specific needs and interests.
- Flexibility and Feedback: Adapts the program using faculty input to ensure continued relevance.
- Clarity: Defines roles and expectations to foster professional growth and mutual respect.
Since its launch, the NFMP has played a key role in faculty recruitment and retention. Each year, approximately 15 new faculty members join AddRan College, and since 2020, 40 out of 43 NFMP participants have remained at TCU. The program’s success is further reflected in faculty career advancement, with several participants achieving promotion and tenure.
Faculty members consistently praise the NFMP’s impact. One participant described it as “a game changer for my start at TCU,” while a mentor noted that it had been “a learning experience for myself too.”
Academic Impressions has contributed valuable insights to the program’s development, providing resources such as mentoring contracts, cohort mentoring research, and individual development plans. These tools have helped shape the program’s structure and support its ongoing evolution.
Beyond mentorship, the NFMP fosters faculty leadership. Five current and former mentors, along with one mentee, now serve in leadership positions, including department chairs, directors of interdisciplinary programs, college administrative fellow, and graduate director of a top-ranked program. By reinvesting in faculty growth and leadership, the NFMP strengthens TCU’s academic community and prepares faculty to take on influential roles.
The New Faculty Mentoring Program is more than just a support system—it is a cornerstone of TCU’s commitment to faculty development. By prioritizing mentorship, collaboration, and leadership, the program ensures that new faculty have the resources and connections they need to thrive. As TCU continues to grow, the NFMP will remain an essential part of shaping the university’s future.
Best New Leadership Development Initiative
Celebrating the institution that is redefining leadership as a journey rooted in self-awareness, empathy, and purposeful growth.
The 2025 recognition goes to...
Aurora University
We are proud to recognize Aurora University with the Best New Leadership Development Initiative designation for its transformative Academic Leadership Academy—an inspiring, experience-driven program led by Dean Sarah Radtke that redefines leadership as a journey of self-awareness, empathy, and intentional growth.
At Aurora University, leadership is embraced as a journey, not simply a title. This philosophy is at the heart of the Academic Leadership Academy (ALA), an innovative program created and led by Dean Sarah Radtke. Designed to support emerging leaders in director and chair roles across campus, the Academy stands out for its deep commitment to both the personal and professional development of its participants.
Rather than offering a one-size-fits-all curriculum, the Academy integrates a thoughtful blend of dynamic discussions, engaging guest speakers, and carefully selected webinars. These elements work in tandem to encourage reflection, foster connection, and address real-world leadership challenges with practical insight. Among the resources incorporated, webinars from Academic Impressions have played a supporting role in enriching conversation and sparking growth.
While the impact of the ALA may not be easily measured through traditional metrics, its success is clear in the transformation of its participants. The program creates space for meaningful growth through lived experiences, something that is often overlooked in more conventional leadership training.
One standout concept introduced by Dean Radtke is the idea of “love languages of work.” Much like in personal relationships, individuals are motivated in different ways within professional environments. Whether driven by words of affirmation, acts of service, or tangible rewards, understanding these motivators has allowed leaders to foster a more supportive and engaged team culture, resulting in stronger collaboration and increased effectiveness.
The Academy also works to deepen participants’ awareness of how they lead. A key focus is understanding the contrast between “wisdom” and “shadow” leadership styles. The “wisdom” zone reflects a leader’s strengths, while the “shadow” represents patterns that may emerge under stress. With this awareness, leaders are better equipped to communicate effectively, adjust to challenging dynamics, and create a more balanced team environment.
Participants not only gain insight into the leadership styles of others but also learn to recognize and navigate their own. This self-awareness fosters more intentional leadership, reduces unnecessary conflict, and cultivates a team culture rooted in empathy and trust.
Central to the Academy’s success is the mentorship and coaching provided by Dean Radtke. Her approach is both strategic and compassionate, identifying potential in others and creating an environment where that potential can flourish. She models the very principles she teaches, offering authentic support through honest dialogue and personalized guidance. This mentoring relationship elevates the learning experience, making it as transformative as it is instructive.
Webinars from Academic Impressions serve as valuable touchpoints in the curriculum, offering relevant, on-demand learning that aligns with various stages of leadership development, from self-awareness to institutional strategy. Often used in group settings, these webinars are intentionally selected to enhance discussions, reinforce key concepts, and ensure the program evolves with the needs of its participants.
Under Dean Radtke’s leadership, the Academic Leadership Academy delivers more than theoretical knowledge—it creates an immersive, experiential pathway to leadership. The program's strength lies in its intentional design, real-world application, and a deep-rooted belief that leadership is not something to be claimed, but something to be lived daily.
Best Faculty Research Development Program
Honoring a program that is redefining research leadership by equipping faculty to lead boldly, collaborate across silos, and fuel the institution’s research engine from the inside out.
The 2025 recognition goes to...
Louisiana State University
We are excited to recognize Louisiana State University for the Best Faculty Research Development Program.
When Louisiana State University set out to elevate its research mission, it didn’t start with new labs or bigger budgets—it started with people. Specifically, the faculty leaders driving innovation from the inside out.
Enter the Academy for Scholars as Leaders (ASL), a year-long leadership development program that’s quickly becoming a model for how universities can cultivate research leadership without shuffling faculty into administrative tracks. Designed for mid-career faculty, the program supports those at the core of LSU’s research engine, equipping them to lead with clarity, resilience, and purpose.
At LSU, the aim is clear: strengthen the university’s interdisciplinary research culture by developing faculty who can lead effectively, not just administratively, but relationally and strategically. ASL participants face the same pressures common to research institutions: balancing heavy workloads, managing teams, resolving conflicts, and driving collaboration across silos.
Strong leadership here isn’t just about climbing the ranks. It’s about practical outcomes: better team dynamics, stronger mentorship, increased research productivity, and a more engaged faculty. Investing in leadership, LSU believes, is investing in a more connected, effective academic community.
After a successful pilot, ASL is set to return in the 2025–2026 academic year. The program includes:
- Kickoff Workshop: A 2-day in-person launch focused on foundational leadership principles and cohort building.
- Monthly In-Person Trainings: These build momentum throughout the year, with sessions on team management, emotional intelligence, conflict navigation, and systems thinking—all tailored to the realities of faculty life.
- Closing Workshop: A capstone experience where participants reflect on their growth, strengthen connections, and focus on applying what they’ve learned to their leadership roles.
This isn’t leadership for leadership’s sake. It’s designed to directly improve how research happens at LSU.
While the program is LSU-driven, it benefits from partnerships that provide structure and scale. Academic Impressions contributes training resources and frameworks, but the real power lies in how LSU tailors every session to its own priorities. Content is co-facilitated with LSU academic leaders, and the curriculum is grounded in challenges unique to the campus community.
Participants also receive access to Academic Impressions’ on-demand tools and webinars throughout the year, supporting learning that continues beyond the sessions themselves.
Long-term, the university sees this program as a catalyst for something bigger: improving faculty leadership capacity and productivity, enhancing faculty retention by fostering a more supportive culture, and strengthening alignment between individual leadership development and institutional goals.
Best Emerging Leaders Program
Recognizing a program for its comprehensive, intentional, and transformative approach to cultivating new academic leaders.
The 2025 recognition goes to...
Indiana University Indianapolis
We are thrilled to recognize Indiana University Indianapolis with the Best Emerging Leaders Program for its approach to cultivating new academic leaders. There, leadership is more than a title—it's a journey of self-discovery, collaboration, and impact. Through a series of thoughtfully designed leadership development programs, IU Indianapolis is equipping academic leaders at all stages with the tools, confidence, and connections needed to thrive.
The New Leaders and Continuing Leaders programs center on three key goals: to foster a strong and supportive leadership community, help participants deepen their understanding of their authentic leadership style, and strengthen their confidence and effectiveness as institutional leaders. These initiatives are designed to promote both personal and professional growth, reinforcing a sense of purpose and connection that strengthens leadership across the university.
For faculty members considering their first step into leadership, the Leadership Program for Aspiring Leaders provides a tailored experience to explore their unique leadership potential. The program encourages reflection, strategic thinking, and vision alignment, helping aspiring leaders find their path and prepare to make a meaningful contribution to IU Indianapolis’s future.
These programs are the result of a close collaboration between the Senior Associate Vice Chancellor of Academic Affairs and Academic Impressions. Together, they have developed customized course content for each leadership cohort, created facilitation plans for each session, and led dynamic, interactive workshops. The partnership began with a two-day kickoff workshop for the Continuing Leaders program and has expanded to include ongoing facilitation and leadership coaching for select academic leaders.
According to participant feedback, 83% reported increased confidence in their leadership abilities, with many rating their confidence at an 8 or 9 on a 10-point scale. Leaders describe their experience as “enlightening” and “affirming,” noting improved self-awareness and a renewed sense of clarity about their role within the institution. Some have embraced a more proactive leadership approach, while others have leveraged program insights to strengthen team collaboration and communication within their departments.
One standout feature of the programs is the use of accountability buddies, which participants say fosters connection and collaboration across programs. These peer partnerships have helped cultivate trust and a shared sense of responsibility, reinforcing the supportive leadership culture that IU Indianapolis continues to build.
With a strong foundation and promising feedback, these leadership programs are shaping a vibrant, capable, and connected leadership community at IU Indianapolis—one that’s well-prepared to navigate the challenges and opportunities of higher education today and into the future.
Best Leadership Development Program for Academic Medical Programs
Recognizing a program that equips pre-licensure students with the leadership skills, mentorship, and real-world experience needed to shape the future of healthcare through policy, practice, and advocacy.
The 2025 recognition goes to...
University of Texas Medical Branch
We are excited to recognize the University of Texas Medical Branch (UTMB) at Galveston School of Nursing for its bold, forward-thinking approach to developing future nurse leaders. Through its innovative Bachelor of Science in Nursing (BSN) Honors Program—rooted in strong leadership principles—UTMB empowers pre-licensure students to step confidently into roles that shape healthcare policy, administration, and clinical practice.
At the heart of the program are three specialized tracks, each offering students immersive, hands-on experiences tailored to their leadership interests. While the focus of each track varies, all share a commitment to cultivating leadership competencies through mentorship, real-world engagement, and active participation in policy, research, and advocacy efforts. Students benefit from direct mentorship by faculty and interaction with nurse leaders, gaining practical insight into the challenges and opportunities in today’s healthcare landscape.
Participants in the BSN Honors Program take part in leadership workshops, specialized training sessions, and networking events with healthcare professionals, giving them a well-rounded leadership experience that goes far beyond the classroom. Service-learning opportunities further support the development of a professional identity grounded in advocacy and evidence-based practice.
The impact of the program is clear in both student achievements and broader institutional benefits. Students have published podcasts, presented at conferences at all levels, contributed to research projects, and even helped shape healthcare policy. Their testimonials consistently highlight increased confidence in their leadership abilities. Informal tracking has shown that many alumni have gone on to secure leadership roles post-graduation, pursue graduate education, and take on advocacy-focused positions in clinical settings.
UTMB evaluates the program’s success through a combination of student outcomes, faculty feedback, and informal tracking of alumni career paths. The feedback from faculty, healthcare partners, and policymakers has been overwhelmingly positive, underscoring the program’s role in producing graduates who are not only clinically skilled but also prepared to lead.
Coaching and mentorship play a central role in this transformation. Faculty mentors provide personalized guidance that helps students hone their leadership potential and clarify their professional goals. Peer mentoring and cohort-based collaboration also give students a sense of community and shared growth throughout their journey.
While the program is rooted in UTMB’s in-house expertise and strategic partnerships, faculty and students have occasionally leveraged external resources to broaden their leadership toolkit. For example, select offerings from Academic Impressions—such as webinars, workshops, and reading materials—have complemented the core curriculum and added value to both student and faculty development efforts.
Institutionally, the BSN Honors Program has elevated UTMB’s profile, strengthened faculty-student collaboration, and deepened the school’s ties with healthcare organizations and nursing associations. It has helped foster a culture of leadership and innovation that extends well beyond the classroom, reaching into policy circles, research communities, and the broader field of nursing.
In a healthcare environment where strong leadership is more critical than ever, UTMB’s BSN Honors Program stands as a model for how academic institutions can prepare students to lead change, not just within their teams or hospitals, but across the entire healthcare system.
Senior Leader and Team Development
Best Program that Supports Leaders at All Levels
Honoring a program that builds a supportive, strategy-focused environment for associate deans to collaboratively tackle leadership challenges through structured dialogue, peer coaching, and shared problem-solving.
The 2025 recognition goes to...
Vanderbilt University
We are excited to recognize Vanderbilt University for the Best Program that Supports Leaders at All Levels.
Vanderbilt University’s Academic Leadership Collaborative (ALC) is a standout initiative that brings associate deans together in a supportive, strategy-focused environment to collaboratively tackle leadership challenges through structured dialogue, peer coaching, and shared problem-solving.
Navigating leadership in higher education presents a unique set of challenges, particularly for associate deans who balance administrative responsibilities with fostering an inclusive and effective academic culture. To address these challenges, Vanderbilt University established the Academic Leadership Collaborative, a structured and supportive environment where academic leaders can engage in meaningful discussions, develop strategies, and refine their leadership approaches.
The ALC, organized by the Office of Faculty Development and facilitated by a faculty member from Vanderbilt’s Peabody College of Education & Human Development, brings together associate deans from each of Vanderbilt’s nine schools and colleges. Unlike many leadership workshops that rely on speakers or panels, this program emphasizes active engagement through structured, facilitated sessions that encourage candid dialogue and collaborative problem-solving.
Each session is designed to be a psychologically safe space where participants can explore leadership dilemmas that impact their school’s culture and climate. Some of the key topics discussed include:
- Encouraging confident and effective leadership among department chairs while maintaining accountability.
- Navigating faculty meetings and addressing issues such as trust, respect, and collegiality.
- Aligning internal and external perceptions of institutional reputation.
- Transitioning leadership effectively to ensure continuity and progress.
A defining feature of the ALC is the use of the Consultancy Protocol, a coaching-based methodology that fosters expansive thinking and collective problem-solving. Each session follows a structured format:
- The presenting leader outlines their leadership challenge and provides relevant context.
- Participants reflect quietly on the issue and prepare questions.
- The group engages in clarifying and probing questions to deepen the discussion.
- Participants leverage their collective intelligence to explore potential solutions.
- The presenting leader synthesizes key insights and outlines actionable next steps.
This framework enables associate deans to think critically about their leadership roles while benefiting from the diverse perspectives of their peers.
Despite the difficulty of coordinating in-person attendance, the ALC has seen strong participation, with 17 associate deans attending at least one session and 12 attending all sessions. Surveys and qualitative focus groups show overwhelmingly positive feedback:
- Over 90% of participants found the sessions to be a valuable use of their time.
- Over 90% agreed that hearing diverse perspectives helped them approach leadership challenges with a broader mindset.
- Over 90% felt the sessions provided a supportive space to share and address their leadership dilemmas.
Participants also reported tangible benefits, such as a renewed commitment to their roles, increased confidence in leadership decision-making, and the development of effective strategies for addressing institutional challenges. One participant noted, “I think this environment of sharing and collaboration may improve my longevity in this role.” Another shared, “My experience participating in the ALC is having a direct impact on how I think about leading during these challenging times.”
Vanderbilt’s ALC demonstrates how universities can create meaningful professional development opportunities that go beyond traditional workshops. By fostering a culture of shared learning and strategic problem-solving, this initiative equips academic leaders with the tools and insights needed to navigate the complexities of higher education leadership effectively.
For institutions looking to strengthen their leadership development programs, Vanderbilt’s ALC offers a compelling model that prioritizes collaboration, structured reflection, and actionable solutions for academic leaders.
Best Use of Coaching for Individual and Team Growth
Applauding a program that creates space for seasoned scholars to reflect, reconnect, and reimagine what's possible in their research and careers.
The 2025 recognition goes to...
University of Chicago
This program aims to connect University of Chicago faculty across disciplines through a cohort-based coaching series. Faculty will benefit from peer mentoring and professional coaching to pursue their next ambitious agenda. Interested tenured faculty members from any discipline are eligible to participate.
Why participate in this program?
Mid-career and senior faculty often encounter challenges and opportunities as they transition through stages of academic life. These challenges can be profitably addressed by leveraging University resources, peer support, and professional coaching expertise. For instance, faculty may seek to:
- Pursue a broader impact of their work within the academy, industry, government, or beyond.
- Create a strategy to establish their thought leadership and scholarly legacy.
- Explore new opportunities for leadership within their field, at the University, or with external organizations and partners.
- Pivot or evolve their research program or identify their next “big idea.”
- Develop larger-scale collaborative infrastructure, grants, or initiatives.
- Set a long-term, innovative research agenda that reflects their evolving interests and ambitions.
What can I expect from this program?
- Participants will first complete an assessment form and then have an introductory individual session with a professional academic coach from Academic Impressions to discuss their personal interests and goals.
- Based on the faculty’s interests and goals, we will group faculty who would benefit from exploring common themes. Specific groupings will depend on the faculty who participate but, to give examples, a group might share an interest in pursuing larger-scale infrastructure or grants; a group might seek to hone leadership or engagement opportunities within or outside academia; a group could focus on pivoting scholarly agendas or finding their next “big idea”.
- Small groups of faculty will meet for an hour-long coaching session monthly for six months with an expert academic coach from Academic Impressions. Additional shorter touch points with the group or coach may be possible as well.
- Depending on the groups’ interest, follow-up support may be available from the coach or from University resources, for example from the Office of Research or from University Communications.
Best Use of Professional Development for Holistic Support
Saluting a program that exemplifies intentional leadership development, empowers talent at all levels, and drives cultural transformation from within.
The 2025 recognition goes to...
Miami University
We are happy to recognize Miami University’s Division of University Advancement for Best Use of Professional Development for Holistic Support. Its intentional and strategic approach to professional development—a key driver in shifting organizational culture and cultivating leadership across all levels of the division.
In recent years, the division has demonstrated a commitment to building a culture rooted in collaboration, innovation, and forward-thinking strategy. Recognizing the importance of continuous growth, division leaders made it a priority to invest in their people and align development efforts with institutional goals.
This work accelerated in 2023 when senior executive leaders launched a division-wide initiative to deepen leadership capacity. The effort began with a focused workshop on leadership and team development, followed by quarterly follow-up sessions and individualized coaching to sustain momentum and strengthen team alignment. These sessions became a platform for reinforcing shared vision, enhancing strategic capabilities, and nurturing a high-performing leadership culture.
Guided by the success of its executive development efforts, Miami’s Division of University Advancement expanded its vision in the 2024–2025 academic year with two key initiatives designed to bring leadership development opportunities to the broader team:
1. Building Strategic Capacity Across the Division
To embed a mindset of innovation and strategy throughout University Advancement, the division invested in a comprehensive professional development membership. This initiative, which includes six interactive virtual sessions supported by Academic Impressions, leverages a flipped classroom model, encouraging staff to engage deeply with leadership content and come prepared to apply their insights in live discussions.
Crucially, Miami’s leadership teams are actively facilitating and reinforcing this work internally, ensuring that development resources are integrated into everyday practice.
2. Cultivating the Next Generation of Leaders
Recognizing the importance of succession planning and talent development, the division also launched its own Emerging Leaders Program. This cohort-based experience reflects a deliberate effort by senior leaders to identify and invest in high-potential staff. The program includes:
- Participation in an Academic Impressions open-enrollment leadership workshop
- Three personalized coaching sessions with a certified leadership coach
- Quarterly cohort meetings focused on applied learning, shared challenges, and leadership growth
The program not only develops individual talent but also reinforces a culture of leadership that is inclusive, future-focused, and deeply aligned with the division’s mission.
Through its thoughtful, homegrown approach to professional development, Miami University’s Division of University Advancement is leading from within. While external partnerships such as the one with Academic Impressions provide valuable tools and support, it is Miami’s internal leadership, strategic vision, and commitment to people that drive meaningful, lasting change.
By empowering both current and emerging leaders, the division is building the foundation for long-term success and setting a powerful example for other institutions aiming to grow a strong and resilient leadership culture.
What Makes an Excellent Leadership Development Program?
It’s true—there’s no one way to nurture and support leaders. But that doesn’t mean there aren’t strategies that could benefit many programs. We examined this year’s honorees and noted seven key practices:
Emerging Program Development & Iteration
Coaching as a Core Component
Holistic Leadership Growth (Beyond Skill-Building)
Multi-Audience Engagement for Institutional Impact
Leveraging External Resources for Structured Growth
Focus on Leadership Networking & Community Building
Data-Driven Success Measurement
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