Governance That Works: Respect, Collaboration, and Relationships

When we discuss governance, we're not simply referring to policies outlined on paper or structures shown in organizational charts. Governance encompasses organizations and institutions at all levels—from federal and state systems to individual businesses and campuses. It involves the ways these entities interact to shape decisions that affect real people (Kezar & Eckel, 2004). Good governance is not an abstract concept; it’s a daily practice that requires balance, humility, and trust. It is through these interactions that institutions fulfill their missions while responding to the needs of the communities they serve (American Association of University Professors [AAUP], 2018).

What Is Good Governance?

At its best, governance is respectful, collaborative, and inclusive of multiple perspectives. Leaders, whether they serve at a federal agency, a state department, a system, or a single organization, must recognize that their decisions ripple outward to a broad set of stakeholders, including students, families, educators, policymakers, and communities (Birnbaum, 2004). This makes governance not only a matter of formal structure but also of relationships, shared vision, and accountability. Scholars have argued that strong governance structures are essential for maintaining both integrity and public trust, this is especially true as higher education faces rapid changes in funding, enrollment, and societal expectations (Kezar & Holcombe, 2017).

Why Relationships Matter

Relationships are the glue that holds institutions together, particularly during times of disagreement or organizational change. Disruption is minimized when leaders and stakeholders have built a foundation of respect and mutual understanding (Northouse, 2022). Even in conflict, shared trust allows progress to continue. Collaborative approaches, such as those emphasized in shared leadership models, encourage distributed decision-making and collective responsibility, reinforcing the idea that governance is not solely about authority but about coordinated action toward common goals (Raelin, 2016; Yukl, 2013).

Communicating With Clarity

Communication is a critical component of effective governance. It is not just about conveying directives; it is about how ideas are expressed, negotiated, and understood across diverse constituencies. Effective communication combines empirical data with emotional intelligence, fostering transparency and trust while reducing the potential for misunderstandings or conflict (Kezar & Eckel, 2004; Northouse, 2022). Data provides a neutral foundation for discussion, while emotional intelligence ensures that decisions are grounded in human experience and awareness of differing stakeholder perspectives. Leaders who integrate these approaches are better positioned to articulate clear, consistent, and compelling rationales for their decisions.

Respect, Collaboration, and Reform

Meaningful reform cannot occur without respect and collaboration. Policy, procedure, and practice must be developed through dialogue, not dictated unilaterally. Leaders serve stakeholders the people who elect, appoint, or rely on them to advance institutional missions (AAUP, 2018). Research shows that institutions adopting shared governance practices experience greater stability and higher levels of engagement among faculty, staff, and students (Kezar & Holcombe, 2017). By fostering an environment in which diverse voices are heard and valued, institutions as well as other organizations create the conditions for more sustainable and equitable outcomes.

Governing Across Levels

Regardless of whether one operates within the federal government, a state department, a system, or a single institution organization, specific priorities remain consistent:

• Build and sustain respectful relationships.

• Communicate with clarity, combining data and emotional intelligence.

• Strive for consensus, even when disagreement is inevitable.

• Center stakeholder voices in decision-making.

• Approach negotiation as a pathway to shared solutions (Birnbaum, 2004; Raelin, 2016).

Final Thought

Good governance is less about titles and more about trust, collaboration, and transparency. Institutions and organizations that ground themselves in these principles are better equipped to navigate conflict, deliver on their missions, and respond effectively to the needs of their communities today and in the future (Yukl, 2013; Kezar & Eckel, 2004). As higher education and other organizations continue to evolve, governance frameworks that emphasize shared leadership, mutual accountability, and principled decision-making will be critical for sustaining excellence and promoting societal benefit (Kezar & Holcombe, 2017). Ultimately, governance is not a static structure but a living practice, requiring constant attention, reflection, and engagement at every level.

The following questions are meant to encourage leaders to think critically about governance and own our role in it:

1. Am I consistently making decisions with the voices of my stakeholders—those I serve, represent, or depend on—at the center?

2. In what ways can I strengthen relationships so that conflict does not disrupt, but instead deepens, collaboration?

3. How do I balance data and emotional intelligence when communicating my viewpoints to stakeholders?

References

American Association of University Professors. (2018). Statement on government of colleges and universities. https://www.aaup.org/report/statement-government-colleges-and-universities

Birnbaum, R. (2004). The end of shared governance: Looking ahead or looking back. New Directions for Higher Education, 2004(127), 5–22. https://doi.org/10.1002/he.152

Kezar, A. J., & Holcombe, E. (2017). Shared leadership in higher education: Important lessons from research and practice. American Council on Education. https://www.acenet.edu/Documents/Shared-Leadership-in-Higher-Education.pdf

Kezar, A. J., & Eckel, P. D. (2004). Meeting today’s governance challenges: A synthesis of the literature and examination of a future agenda for scholarship. The Journal of Higher Education, 75(4), 371–399. https://doi.org/10.1080/00221546.2004.11772264

Northouse, P. G. (2022). Leadership: Theory and practice (9th ed.). Sage.

Raelin, J. A. (2016). Imagine there are no leaders: Reframing leadership as collaborative agency. Leadership, 12(2), 131–158. https://doi.org/10.1177/1742715014558076

Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.