By Heather Zimar, Managing Editor, Journals and Publications, AACRAO
In the Spring 2026 issue of SEM Quarterly, Dr. Kimberly Taylor-Benns, Assistant Vice Provost and Dean of Enrollment at La Salle University, explores the concept of “quiet leadership” within the context of higher education. Drawing on her career trajectory from a first-generation student and departmental secretary to a senior administrator, Taylor-Benns challenges the traditional assumption that leadership influence only flows from the top down. Instead, she highlights the “invisible middle”—a space where leaders exercise profound impact through alignment, advocacy, and consistency rather than formal title or visibility.
The article conceptualizes quiet leadership as an active, deliberate practice rooted in service and emotional intelligence. Taylor-Benns argues that middle leaders are uniquely positioned to translate broad strategic goals into operational realities while simultaneously elevating front-line insights. Framed through the theories of Joseph Badaracco and Daniel Goleman, Taylor-Benns suggests that this leadership style thrives by prioritizing “doing the right thing” over seeking recognition and relying on trust and relationships to move complex systems forward.
Key findings and professional reflections from the article include:
Conflict Resolution through Restoration: Taylor-Benns details a case where cross-divisional tension between enrollment and student life was resolved not through procedural changes, but through facilitated “one-on-one” listening sessions that restored mutual respect and functional trust.
Empowering Latent Excellence: By shifting the narrative of under-enrolled graduate programs from “underperforming” to “under-supported,” she demonstrates how quiet leaders create conditions for success by providing infrastructure and mentorship rather than critique.
The Strength of Reflection: Contrary to the portrayal of leadership as inherently bold or commanding, the article states that self-awareness and the “right to remain silent” until a thoughtful response is formulated are critical strengths in building psychological safety and team resilience.
The Power of Empathy and Regulation: Effective quiet leadership relies on noticing what goes unsaid and practicing self-regulation to maintain a stable environment for staff, even during periods of organizational uncertainty.
“Leading from the middle is not a lesser form of leadership; it’s a deeper one,” Taylor-Benns wrote.
Other articles in the April SEMQ include:
by Jayne Davis, Cynthia Demetriou, and Candice Williams
Cracks in the Track: Repairing Enrollment Management with the T³ AI Skill Model
by Shaimaa Nabil Hassanein
Using Data-Driven Decision-Making through the Enrollment Funnel in Graduate Public Health Programs
by Angela Sullivan, Amanda Bosque, Matthew Fifolt, and Gregory Pavela
by Hannah Rounds
Quiet Leadership: Leading from the Invisible Middle
by Kimberly Taylor-Benns
Pairing Academic Advising with Enrollment Management: A Strategic and Integrated Partnership
by P J Woolston and Sean Bridgen
by Patricia Benavides-Dominguez and Christopher Benedetti
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