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Dr. Karen Leong heads the HBS online department at the University of Hertfordshire, where she advances digital learning, coaching, and talent development. As a practitioner-scholar, she specializes in inclusive online pedagogy, leadership mentoring, and culturally responsive curriculum design that integrates academic rigor with real-world application.
As a Chinese woman born and raised in Malaysia and now living in England, my leadership is shaped by a rich tapestry of cultural values, academic inquiry and lived experience. At the University of Hertfordshire’s Business School, I strive to lead with a heart-centred approach that prioritises compassion, authenticity and collaboration to build a foundation that encourages a growth mindset. These principles are not abstract ideals, they are embedded in the way I build the individuals in my team, nurture talent and cultivate partnerships across borders.
My interpretive and ethnographic research into gender and culture has deepened my understanding of how Confucian values continue to inform my professional practice. I believe that human relationships are central to our lives and cannot be replaced by technology. This belief guides my leadership style, which seeks to create inclusive spaces where diverse voices are heard, respected and empowered. Whether through mentoring, buddy system or an open-door policy, I strive to foster environments of trust, growth and mutual respect.
“I am passionate about building communities of practice that contextualise the curriculum, adapting Western concepts with local perspectives to enhance students’ ability to apply their learning in real-world settings”
In my view, respect, a shared vision and clearly defined expectations form the foundation for building trust, especially in the context of uncertainty and complexity. This requires managing our partnerships with empathy, ensuring that partners are given a voice to share their experiences and feel genuinely included as part of the team. It is essential to remain mindful and avoid making assumptions when engaging with our partners or staff, as each brings unique perspectives and needs. This approach not only fosters stronger relationships but also enables me to manage resources with greater effectiveness and efficiency. In doing so, I am able to strengthen our reputation and cultivate enduring partnerships, for both current and prospective collaborations.
I am passionate about building communities of practice that contextualise the curriculum, adapting Western concepts with local perspectives to enhance students’ ability to apply their learning in real-world settings. Technology plays a vital role in widening access and enabling participation, allowing us to reach developing countries and celebrate student success across the globe. Yet I remain mindful that digital tools must be balanced with human judgement and discernment. Artificial Intelligence (AI) cannot replace the relational depth required in leadership, teaching or decision-making. I believe that the personal touch makes us unique and unforgettable to some, leaving a legacy for others.
Ultimately, I see leadership as a relational practice, one that honours the dignity of others, embraces complexity and nurtures collective flourishing. I consciously model this ethos in all that I do, inspiring others to lead with both courage and compassion. My advice to fellow leaders is to remain anchored in your core values and life principles as these serve as a compass for making thoughtful decisions in any situation. Change is inevitable. In times of uncertainty, marked by incomplete, conflicting or simply overwhelming information, we can only act with the best of intentions and judgement available to us in the moment. Embracing this truth is not only vital for effective leadership but also protects our mental wellbeing and cultivate healthy relationships that are rooted in empathy, resilience and trust.
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