In every theological school, the executive leader carries a weight that few can fully see. Called to steward mission, nurture community, and lead through transformation, these leaders often stand at the intersection of competing expectations. Internal stakeholders – faculty, staff and administrators – long for stability and continuity, while external forces demand adaptation, innovation and transformation. The result is often a tension that presses heavily on the shoulders of those called to lead.
Boards bear a sacred responsibility for both the call and the care of their executive leader. Yet across theological education, we are witnessing shrinking tenures and growing fatigue among executives. Too often, boards are slow to recognize the cumulative toll of leadership during prolonged seasons of disruption. Support and encouragement, which should be ongoing, can arrive late or not at all especially in moments of conflict, uncertainty or transition.
The shifting needs of students and graduates only amplify these challenges. ATS data reveal two specific trends. Enrollment in traditional degree programs is modestly increasing while interest continues to grow in non-degree options, including certificate programs and lifelong learning opportunities (see story, p.20). And courses taught within ATS schools do not align with competencies that graduates need to live out their vocations. Such realities require leaders and institutions alike to assess, adapt and discern how best to fulfill their respective missions in this new landscape – often while navigating limited resources and heightened expectations.
It is important to note that the work of care does not belong to the board alone: It is the shared responsibility of the entire community. Faculty and staff who collectively cultivate trust, extend grace, and seek to understand the complexity of leadership are essential to shaping a culture of shared purpose and flourishing. Stakeholders who serve with empathy and shared commitment sustain momentum. Boards that invest in the spiritual and vocational well-being of their leaders strengthen the mission itself.
To all who serve within theological schools: consider your role in creating an ecosystem of care. For in nurturing the leader, we nurture the institution’s capacity to live faithfully into its mission.
Blessings in 2026,
Amy L. Kardash, President
