Purpose Mid-level leaders outside the managerial line play an essential yet often unrecognised role in higher education (HE). Tied to the broadly defined concept of educational leadership, this role is underexplored and appears fragmented in existing research. This systematic review aims to fill this gap. Design/methodology/approach A keyword search was conducted for relevant studies. All included studies were assessed for quality by 2 independent raters using a 23-item tool. Studies were conceptualised within a systems theoretical framework, examining how the role and function of mid-level leaders are understood, along with their challenges and opportunities. A total of 61 peer-reviewed studies published from 2000 to 2024 were included, and 15 were analysed in detail. Findings Findings show that these leaders emerge as organisational synchronisers, managing various factors within a complex HE system. However, the role can become overwhelming without realistic synchronisation between organisational, role and personal levels. Given the uniqueness, importance and challenges of this role, a systematic review is essential. It builds a cohesive body of knowledge, integrating dispersed studies on a well-known yet distinctive organisational leader. This pioneering effort synthesises existing research, defining the role as a role “in itself” while minimising redundancies in future studies. Originality/value This pioneering effort synthesises existing research, defining the role as a role “in itself” while minimising redundancies in future studies.
Lassen et al. (Tue,) studied this question.