By Heather Styche-Patel, CEO
At the 2026 AGBIS Annual Conference, I had the opportunity to respond to the launch of their report The Changing Role of the Chair. The report offers a clear and timely articulation of how the role is evolving, highlighting the increasing strategic responsibility of Chairs, the centrality of financial sustainability and the growing complexity of the position. These findings closely align with what we are seeing in our work at RSAcademics.
We have supported schools with the appointment of Chairs of Governors for over a decade. The role has evolved steadily over that time, with the pace of change particularly marked in the past five years. This article offers a reflection on the themes explored in the report, drawing on our analysis of candidate brochures and appointment documentation, alongside our experience of working with governing bodies.
From stewardship to strategic leadership
One of the most important contributions of the report is its clear positioning of the Chair as a strategic leader of change. That shift is borne out strongly in our analysis.
Five years ago, the Chair’s role was typically described in broad, narrative terms and it was framed around stewardship, tone and support. Chairs were expected to act as a critical friend to the Head, ensure a clear strategic vision and lead effective meetings. Over time, that framing has become more structured and more explicit.
Role descriptions are now commonly organised under headings such as governance, strategy, risk management and leadership. Chairs are expected not only to contribute to strategic thinking but to ensure that the Board itself operates effectively, through performance review, governance development and clearer decision-making.
What we see now is a role that is more explicitly defined as strategic. The Chair is positioned as the linchpin of a high-functioning governing body, responsible for clarity, rigour and forward momentum. This reflects a wider professionalisation of governance. The Chair is no longer simply facilitating governance; they are shaping it.
Rising expectations: sustainability, safeguarding and inclusion
The report highlights the prominence of financial sustainability and structural change in board discussions. This is very evident in our work. Over the past five years, role descriptions increasingly reference affordability, demand, demographic change and long-term viability, alongside partnership, consolidation and growth.
This aligns closely with our work on Headship and Bursarship, where financial pressure and changing market conditions emerge as defining features of the current landscape. Financial sustainability is not confined to board-level discussion. It is shaping leadership across the organisation.
Alongside this, safeguarding remains constant, but expectations are more explicit. The emphasis has shifted from compliance alone to assurance, training and culture. Chairs are expected not only to oversee safeguarding but to ensure it is embedded in governance and in the life of the school.
A similar shift is evident in relation to diversity, equity and inclusion. What was once implicit is now clearly articulated, with Chairs expected to lead diverse Boards and foster inclusive cultures. Together, these developments show how the role is expanding not only in scope, but in clarity and accountability.
A more outward-facing and demanding role
One of the most significant developments is the increasing expectation that Chairs operate beyond the boundaries of the school. Role descriptions now more frequently reference political and economic awareness. Chairs are expected to understand the wider policy and regulatory environment. There is also a growing expectation that Chairs will act as advocates, representing the school externally and contributing to wider sector conversations. This marks a clear shift from a role that was previously more internally focused.
These changes are reflected in the evolution of the person specification. Expectations are broader and more specific, with schools seeking individuals who bring board-level experience, financial and risk expertise, political awareness, experience of chairing complexity, emotional intelligence and the ability to operate externally. This represents a step change in both the breadth and visibility of the role.
A role reimagined and a system in transition
Taken together, these developments point to a role that has been reshaped. Today’s Chairs are expected to be strategic partners to the Head, to ensure the effectiveness of governance and to act as visible leaders within and beyond the school.
From our research into the changing roles of Heads and Bursars, we observe that this evolution is not happening in isolation. Across Chairs, Heads and Bursars, we see the same underlying patterns: greater complexity, increased strategic responsibility and a stronger reliance on alignment between roles.
This raises an important question. If expectations of leadership are evolving this quickly, are the structures, support and models of governance evolving at the same pace? Increasingly, effectiveness depends not on the strength of any one role, but on how well those roles operate together.
Looking ahead
The AGBIS report provides a valuable framework for understanding the changing role of the Chair. Our experience suggests that this change is already well underway in practice, in how schools are defining the role, recruiting for it and supporting those who take it on. This, combined with our findings in relation to Heads and Bursars, points to the importance of clarity, alignment and intentional design in how governance leadership structures evolve to meet the demands of the current environment.
If you are considering the appointment of a Chair or reviewing governance and leadership structures, we would be pleased to start the conversation.