One of the clearest findings from our latest research into the evolving role of Bursars is this: effectiveness is co-produced. No matter how skilled or experienced a Bursar may be, their ability to thrive – and for the school to benefit from their leadership – depends on the environment they work within.
Again and again, Bursars highlighted the importance of relationships. The dynamic between the Bursar, Head and Chair of Governors was the most frequently cited factor in their success. Some referred to this as the ‘leadership triangle’. Others included the Finance Committee Chair and described a ‘leadership square’. But whatever the structure, the message was clear: alignment, trust and clarity at the top matter more than anything else.
When these relationships are strong, Bursars are empowered to lead, challenge and influence. They feel heard. They are involved in strategic conversations from the outset. Their advice is trusted. And, crucially, their workload is manageable because priorities are aligned across the team.
But where relationships are weak, the picture changes. Bursars described situations where unclear expectations, poor communication or political tension made the role almost impossible to sustain. One told us, “You’re stuck in the middle – expected to deliver the impossible without the authority or support to say no.”
This risk is heightened in schools undergoing transition. A new Head, a change of Chair, or a major financial challenge can all destabilise the leadership dynamic. If roles and responsibilities aren’t revisited and reaffirmed, Bursars can find themselves over-exposed – carrying the weight of responsibility without the structural backing.
So what does a supportive system look like?
First, clarity. Everyone involved – Bursar, Head, Chair and Board – needs to understand the scope, authority and expectations of the Bursar role. This includes both formal elements (documentation, structures and procedures) and informal behaviours.
Second, communication. Regular, open conversations between the Bursar and key leadership colleagues are vital. These are not just transactional updates, but strategic dialogues that build trust, surface challenges and shape direction.
Third, role modelling. Where school leaders model mutual respect, shared purpose and professional curiosity, others in the organisation tend to follow. Bursars who are valued, trusted and empowered at the top are more likely to experience the same across the wider staff community.
Fourth, support. Effective Bursars rarely work in isolation. They are part of strong teams. They have access to coaching, mentoring and external advice. And they are supported by Governors who understand the realities of the role.
Finally, shared values. The best leadership systems are grounded in common principles. When the Head, Bursar and Chair align around what the school stands for – its educational vision, its community ethos, and its long-term ambition – decision-making becomes easier. Complexity doesn’t disappear, but it becomes more navigable.
At RSAcademics, we support schools to build these systems. We work with leadership teams and Boards to align vision, clarify expectations, and foster the relationships that allow strategic leadership to thrive.
Want to build stronger leadership dynamics? RSAcademics supports Heads, Bursars and Governors to work in alignment for greater impact.