Leadership Practices for Cultivating Value and Belonging in the Workplace

Staffing is a challenge at colleges and universities across the country; attracting and retaining high-performing staff is an institutional imperative.^Footnote1 Employees leave institutions for many reasons, including salary, limited advancement opportunities, and more competitive benefits. These factors should be routinely assessed; however, when employees leave because they lack a sense of psychological safety, purpose, or belonging, urgent attention to workplace culture is needed.

Retaining staff requires leaders to regularly evaluate institutional culture and leadership practices. Leaders who cultivate a sense of value and belonging create workplaces that welcome all perspectives and inspire employees to "contribute with enthusiasm," fostering a sense of connection to the workplace that boosts performance, reduces turnover, and minimizes "quiet quitting." Workplaces where employees feel valued also strengthen employee morale and enhance the reputation of an institution.^Footnote2

As higher education leaders, we have experienced firsthand how intentional leadership practices help build a workplace where employees feel valued and engaged. This article, which draws on our experiences and trusted resources, offers practical strategies for creating workplace environments that empower and motivate employees to contribute. We lead by demonstrating commitment, humility, open-mindedness, and awareness of different perspectives.^Footnote3 We foster collaboration and create environments where employees feel appreciated and engaged. To reinforce this culture, we emphasize transparency, adaptability, professional development, recognition, accountability, and meaningful connection to work (see table 1). Together, these practices strengthen employees' sense of belonging and purpose.

Table 1. Actions of Leaders Who Cultivate Value and Belongingness in the Workplace

Share information and resources freely	Encourage open communication and dialogue	Talk to team members—all of them
Prioritize collaboration	Adaptable and flexible	Open to the ideas of others
Create psychological safety	Ask questions/are curious rather than judgmental	Focused on improvement
Show empathy	Show humility	Open and seek to understand others
Check their own biases	Culturally competent	Intentionally include others
Empower others	Demonstrate respect	Invest in others
Have a continuous improvement mindset	Keep learning	Accountable for their actions

Transparency and Communication

Transparency and communication are foundational leadership practices that help cultivate value and belonging in the workplace. By proactively sharing relevant information about institutional developments and the broader context, leaders build trust and empower employees to contribute meaningfully. Leaders who foster belonging include employees in decision-making processes and encourage them to express their views freely. Purposeful communication that provides context and highlights opportunities and challenges helps unite teams and supports the collaboration needed to achieve shared goals.^Footnote4

Informed employees who understand how their work connects to the institutional mission are more likely to trust leadership, feel engaged, and provide input. Transparent leadership creates pathways for open communication among staff, builds trust, and fosters a sense of belonging. Team transparency helps individual employees feel less isolated and shows that their work contributes meaningfully to a larger shared goal.

Examples of transparent communication practices can be as straightforward as forwarding memos and updates, holding regular staff meetings, including all team members in meetings, and sharing meeting notes. As leaders representing various areas within North Carolina State University (NC State) and the University of North Carolina at Chapel Hill (UNC-Chapel Hill), we conduct regular staff meetings at the division and unit levels, and smaller teams meet more frequently. For example, service-oriented teams may have daily touchpoint meetings to inform everyone about the most pressing issues.

Leadership can also leverage technologies to break down communication barriers and strengthen employees' connection to the institution. At our institutions, we use communication and collaboration platforms to share information, work through issues, and keep communication flowing. Synchronous cloud-based video communication tools enable participation from anywhere for both planned and impromptu meetings. Full staff meetings are recorded, notes are shared, and staff help build agendas to ensure their interests are included. Staff who represent their unit on committees give updates and solicit feedback. Leaders regularly provide summaries to keep teams updated on completed projects, work in progress, challenges, and opportunities.

Leaders who cultivate a sense of value and belonging in the workplace have a responsibility to practice transparency and communication, build trust, and get to know the unique strengths and interests of their staff. We invite anyone at the institution to talk with us in person or via videoconference, and we welcome meetings with all members of our teams, regardless of where they reside on the organizational chart. We do not set ourselves apart from our teams and welcome the opportunity to have lunch or coffee with any staff member. Some of us host regular monthly office hours—both in person and virtually—to ensure everyone has opportunities to share ideas and feedback. We prioritize one-on-one meetings, collaborate on agendas, and keep team members' topics at the top of the list. We recognize that one size does not always fit all, so we personalize one-on-one meetings to meet the needs of each individual.^Footnote5 These approaches foster open communication and build trust.

Adaptability and Flexibility

To create a sense of value in the workplace, leaders must do more than foster transparency, engagement, and belonging. They must also adjust their strategies to accommodate unique team needs and changing institutional dynamics. Being flexible and open to innovative ideas creates opportunities for creative problem-solving and empowers employees to take ownership of their roles. Adaptability builds resilience within the institution, ensuring agile approaches and goal alignment when faced with challenges or shifts in workforce expectations.

Research underscores the importance of adaptability and flexibility in the workplace. Supporting flexible work arrangements improves employee well-being and reduces burnout. This consideration is especially significant, given that 65 percent of employees cite the need to restore work-life balance as a key factor in their decision to stay or leave their job.^Footnote6 Leaders who embrace a flexible approach can improve employee satisfaction, organizational and institutional outcomes, and trust.

As leaders, we demonstrate adaptability by offering, whenever possible, flexible work arrangements that help employees balance their personal and professional lives. We consistently review and update institutional strategies, initiatives, and work plans in response to new information, technological disruptions, or shifting budget priorities. We regularly brainstorm with employees on how to improve the work environment and deliver best-in-class services for our constituents.

Creating a Supportive Work Culture

Building a supportive work culture is a shared responsibility. From onboarding through every stage of an employee's career, intentionally including all team members is essential to creating a positive workplace. Fostering connection to the institution is a key leadership practice that helps build an engaged and valued workforce. Creating space for everyone to contribute demonstrates a commitment to recognizing each individual's unique value, ultimately benefiting the institution.^Footnote7

Leaders have an added responsibility to ensure team members feel valued and included. To effectively lead heterogeneous teams and foster collaboration, leaders must cultivate both emotional and cultural intelligence. Respecting and integrating a variety of perspectives in decision-making is essential in today's global workplace.

To create an environment where team members feel psychologically safe and empowered to share their experiences, find purpose, access resources, and grow professionally, leaders should meet with staff members and listen to their ideas, especially when those ideas differ from their own. Leaders must also work collaboratively with their teams to address difficult challenges in ways that build trust and support risk-taking without fear of negative consequences.

Cultivating a welcoming workplace environment where employees feel valued requires leaders to ensure that all employees have meaningful ways to contribute. At our respective institutions, many of us participate in internal, staff-led workplace networks that promote institutional well-being and belonging. Leadership participation and support of these groups demonstrate a visible commitment to inclusion. We also support affinity groups and training programs aimed at building workplaces where everyone feels valued and connected.

Leadership practices that welcome all perspectives play a vital role in supporting employees' mental health. In fact, a 2023 survey on mental health at work found that 78 percent of workers believe a healthy work culture is more helpful to their mental health than self-care.^Footnote8 Offering mental health resources, providing ongoing support, and reducing stigma associated with seeking mental health services can equip teams to recognize and address mental health challenges. Prioritizing mental health initiatives fosters psychological safety and encourages employees to seek help when necessary. Leaders who champion mental health not only cultivate a culture of belonging but also drive individual and institutional success by improving job performance, reducing staff turnover risk, and lowering the use of sick days.^Footnote9

At our institutions, we intentionally cultivate employee engagement and belonging beginning with onboarding, where new staff are partnered with experienced team members who help them navigate our teams and the larger university. Various committees plan monthly (and sometimes more frequent) activities that range from campus tours and staff picnics to online games. We also host team and departmental retreats, incorporating team-building activities that help team members connect with and learn about the many departments within our larger units.

Professional Development and Recognition

Leaders who foster a sense of belonging and value in the workplace are powerful advocates for professional development, mentorship opportunities, recognition, and reward programs.^Footnote10

Professional development that supports workplace belonging and a sense of value ensures equitable access to resources for developing both technical (subject-matter expertise) and durable (leadership, teamwork, communication) skills. A variety of discipline-specific professional certifications, technical training programs, and leadership and management programs are available through associations such as EDUCAUSE.

Mentoring, whether formal or informal, is an excellent way to support individual employees' professional development and success.^Footnote11 Formal mentoring programs at NC State leverage software to match mentees and mentors. These programs facilitate skill development, aid career advancement, and, even more importantly, enhance staff well-being and retention. Employee career development counselors help staff navigate the UNC System career bands, providing guidance on career advancement within the system or training for careers outside the system.

Meritocracy—rewarding good work fairly and through transparent award processes—is also an important leadership practice that creates a sense of value. In practice, this includes creating clear pathways for positions so that staff members understand exactly what they need to do to move into that "next level" position. Developing a checklist to ensure promotions are based on employees' knowledge, skills, and experience is key. Documenting that position changes are supported by tangible evidence and noting that every candidate has been considered ensures fairness.

Awards that celebrate employee excellence are also important. Award guidelines should be clear. Many NC State departments host internal awards and recognitionprograms, and teams also find ways to celebrate the success of major projects and to thank others for a job well done. Some examples include an "on-demand" T.O.A.S.T. (Totally Outstanding Attitude, Service, and Talent) award, where IT staff recognize the contributions of coworkers; a Sciences Spot Award; PAWS and Say Thanks; and the Pride of the WolfPack award.

The Awards for Excellence are the most prestigious non-faculty awards available in North Carolina. The annual award begins at the college or department level, with winners advancing to the university level. The university-level winner then progresses to the state level. At the state level, the governor may recognize multiple individuals and teams from state agencies and universities across North Carolina who had won at the local level. Recognizing and celebrating employees reinforces a culture of value and belonging. Leaders can support this culture by asking team members how they prefer to be recognized. Some may appreciate private feedback on their achievements more than a public award. It is important to recognize people in ways that are meaningful to them.

Holding Leaders Accountable

Everyone makes mistakes; acknowledging and learning from them is crucial for long-term leadership success. Leaders who prioritize value and belonging in the workplace also hold themselves and others accountable. Institutional standards for leaders should be clear. Some organizations within NC State have value statements and culture charters that outline behavioral aspirations for leaders and the broader community.^Footnote12

If a leader makes a mistake, they should follow an improvement plan and receive guidance from mentors and supervisors. Leaders need professional development, too, and in many of our units, leaders are encouraged (or in some cases, required) to complete leadership development programs such as the Leadership Education and Development (LEAD) program at NC State and the University Leadership Education and Development (ULEAD) program at UNC Chapel Hill. Some of us ask leaders to complete the CliftonStrengths assessment and share the results with their teams to demonstrate self-awareness and improve communication and understanding.

We also recommend that leaders engage in workshops focused on effective communication practices and leading change. These workshops are offered through the human resources department at our institutions. Leaders across the various departments participate in committees and advisory group meetings (such as campus IT director groups), encouraging positive change through discussions of both differing and shared experiences.

Leaders are accountable for fostering supportive work environments where individuals can contribute effectively. This includes providing training, ongoing support, and coaching. When leaders fail to uphold these standards, corrective actions—up to and including removal from a leadership role—may be necessary. Leadership roles are a privilege and must be continually earned.

Conclusion

Leadership practices that foster value and belonging create workplaces where employees can participate fully, benefiting both individuals and the institution. Deliberately implementing inclusive leadership practices increases engagement and helps retain talented staff.^Footnote13 As leaders committed to building connected and supportive cultures, we must engage in continuous learning and model supportive, transparent leadership. Prioritizing open communication, adaptability, professional development, recognition, and accountability are among the most effective ways to ensure employees feel valued and can thrive.

Notes

1. Susan Grajek and the 2024–2025 EDUCAUSE Top 10 Panel, "2025 EDUCAUSE Top 10: Restoring Trust," EDUCAUSE Review, October 23, 2024. Jump back to footnote 1 in the text.↩
2. Bianca Barratt, "Why Feeling a Sense of Belonging at Work Matters and How to Cultivate It," Forbes, February 27, 2024; Azadeh Shafaei and Mehran Nejati,"Creating Meaningful Work for Employees: The Role of Inclusive Leadership," Human Resource Development Quarterly, June 6, 2023; Jay Zenger and Joseph Folkman, "Quiet Quitting Is About Bad Bosses, Not Bad Employees,"Harvard Business Review, August 31, 2022; BRANDVOICE, "Breaking Down Barriers: Personal Stories of Inclusivity in the Workplace,"Forbes EQ, August 30, 2024. Jump back to footnote 2 in the text.↩
3. Juliet Bourke and Andrea Titus, "Why Inclusive Leaders are Good for Organizations, and How to Become One," Harvard Business Review, March 29, 2019.Jump back to footnote 3 in the text.↩
4. Juliet Bourke and Andrea Titus, "The Key to Inclusive Leadership," Harvard Business Review, March 6, 2020; Tara Kent, "Clear Horizons: Navigating Transparency in Leadership," AACRAO Connect, March 4, 2024. Jump back to footnote 4 in the text.↩
5. Steven G. Robelberg, Glad We Met: The Art and Science of 1:1 Meetings (Oxford University Press, January 9, 2024). Jump back to footnote 5 in the text.↩
6. Aaron De Smet et al., "The Great Attrition: The Power of Adaptability,"McKinsey & Company, October 12, 2024. Jump back to footnote 6in the text.↩
7. Evan W. Carr et al.,"The Value of Belonging at Work,"Harvard Business Review, December 16, 2019. Jump back to footnote 7 in the text.↩
8. 2023 Mental Health at Work Report,(Mindshare Partners, in partnership with Qualtrics, 2023). Jump back to footnote 8 in the text.↩
9. BetterUp Labs, "The Value of Belonging at Work: New Frontiers for Inclusion," BetterUp Labs, 2020.Jump back to footnote 9 in the text.↩
10. Joyce Marter, "Creating a Workplace Culture in Which People Want to Work,"Psychology Today, June 9, 2024. Jump back to footnote 10 in the text.↩
11. Eileen Heisman,"Making the Case for Mentorship: Why it Matters and who Benefits Most,"Forbes,October 26, 2023.Jump back to footnote 11 in the text.↩
12. See, for example, "Culture Charter," College of Sciences, NC State University, accessed December 2, 2025. Jump back to footnote 12 in the text.↩
13. Frances X. Frei and Anne Morriss, "10 Reasons Why Inclusion Is a Competitive Advantage,"Harvard Business Review, October 10, 2023. Jump back to footnote 13 in the text.↩

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Donna Petherbridge is Vice Provost, DELTA, at North Carolina State University.

Jennifer Domnick is ServiceNOW IT Manager at North Carolina State University.

Elizabeth Cole-Walker is Information Security Specialist at North Carolina State University.

Mardecia Bell is Chief Information Security Officer at North Carolina State University.

Ashley Arya is Business Manager at North Carolina State University.

Kelly Brown is Deputy Chief Information Officer at University of North Carolina at Chapel Hill.

Saras Grandhi is Business Analyst at North Carolina State University.

Imraan Khan is Assistant Director, College of Sciences IT at North Carolina State University.

Kenny Ferguson is Director of IT and Tech Programs at North Carolina State University.

Kaity Matthews is IT Manager at North Carolina State University.