Transparent Leadership and Academic Innovation

Sophia Maggelakis’ focus on fostering educational excellence and global engagement defines her vision for the university’s academic future. Through the work of Wentworth’s provost and executive vice president and her team, notable strides—like the implementation of the 7-Year Academic Programs Master Plan—signify a strong dedication to the university’s growth. 

Throughout her tenure, Maggelakis has prioritized inclusive leadership, aiming to inspire collaboration and achievement within the academic community. She shares more about her time at Wentworth up to this point, including the strength and commitment she has found from colleagues. 

Greg Abazorius: You have been serving in this position for more than a year now. When you reflect on that time, what has surprised you the most? 

Sophia Maggelakis: The resilience and adaptability of our academic community. Despite the challenges that the Wentworth community faced [after the pandemic], the faculty, staff, and students have shown a strong commitment to our shared mission. I have been pleasantly surprised by the depth of collaboration and innovation within our academic units. Witnessing the creativity and dedication of our faculty in developing new programs and approaches to education has been truly inspiring. 

Greg: What would you say are among the items you and your team have accomplished in that time that you are most proud of? What has made the Wentworth academic experience stronger in the last year? 

Sophia: We are at a pivotal juncture in our institution’s history, and it is my belief that we have the potential to reach new heights. To meet the evolving needs of our students, academic community, and the marketplace, it is essential that we advance our university by enhancing our academic programs through thoughtful and strategic decision-making. 

This task is particularly significant as we navigate enrollment challenges and resource constraints. This growth process requires collective effort and a shared commitment to our institution’s future. 

The engagement and dedication witnessed during the implementation of our 7-Year Academic Programs Master Plan exemplify this collective commitment. I am pleased and impressed with the manner in which our faculty and staff have embraced this opportunity. Their active participation is instrumental in our evolution and maturation as a university, all while preserving the cherished values and traditions that define us. 

Greg: What is a major goal that you have over the next year? 

Sophia: One of my major goals is to work collaboratively with faculty, staff, and deans to foster a culture of excellence in teaching, learning, and scholarly work, all geared toward enriching the overall student experience, establishing avenues for community engagement, forging partnerships, and implementing outreach programs. 

I am committed to advancing faculty development programs to support the professional growth of our educators. Additionally, I am committed to cultivating a globally oriented academic environment, which involves expanding international collaborations, promoting study abroad programs, and attracting a diverse array of international students to our academic community. 

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Greg: How do you inspire faculty as a leader, and how do you foster collaboration? 

Sophia: I strongly believe in inclusive decision-making and open and transparent communication. Engaging faculty in the decision-making process keeps them informed about decisions and initiatives, especially on matters that directly affect them. It not only results in better outcomes but also instills a sense of ownership and pride in our collective achievements and creates a culture of trust and inclusivity, allowing for constructive collaboration. 

I have worked collaboratively with faculty members to clarify, refine, and articulate our goals, policies, and processes. This shared vision helps create a sense of purpose and inspires everyone to contribute to our collective success. 

Additionally, I aim to be approachable and available to faculty members. Regular meetings, open-door policies, and one-on-one sessions help me understand their concerns, address issues promptly, gain valuable feedback, and build strong, positive relationships. 

Greg: Wentworth in recent years has added strong graduate programs, state-of-the-art labs, high-level professors, among other advancements. What work is there still to do as Wentworth solidifies its status as a world-class university? 

Sophia: I envision our university as a dual-mission institution, distinguished for its relevant portfolio of degree programs and for its workforce development initiatives, encompassing certificates, non-degree programs, and microcredentials. In the present educational landscape, many adult learners with bachelor’s and master’s degrees seek enrollment in certificate and non-degree programs to advance their education and align with workforce demands. A dual-mission university not only caters to this diverse educational landscape but also serves as a catalyst for promoting equity and fostering opportunities for students from nontraditional backgrounds. 

While we have made substantial strides in expanding beyond our vocational roots, there is always room for growth. We should invest in emerging fields, encourage a dynamic learning environment, continue to foster interdisciplinary collaborations, further diversify our academic offerings to meet the evolving needs of students and industries, and enhance scholarly and creative activities initiatives. 

Building a robust network of partnerships with industry and with leading institutions, both nationally and internationally, will contribute to our global standing. 

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Shaping Tomorrow’s Educational Landscape 

In 2023, Sophia Maggelakis was named to the board of directors for the Association of Chief Academic Officers (ACAO), the preeminent professional organization for academic affairs leaders for public and private institutions. 

The group—founded in 2014—aims to foster collaboration, share best practices, engage in discussions about common challenges, and advocate for matters pertaining to higher education and academic leadership. 

“Building relationships with fellow board members has been a great experience,” said Maggelakis. “I have really appreciated the opportunity to work alongside such a dedicated and experienced group of individuals. Learning from their insights and expertise has been incredibly valuable for me.” 

ACAO board members represent a wide variety of locations including, James Madison University, University of San Diego, Oklahoma State University, Gonzaga University, and University of The Bahamas, to name a few. 

Meetings allow for board members to focus on issues that cut across the diversity of higher education institutions and missions. 

“It is inspiring to see how everyone brings their unique perspectives to the table, creating a dynamic and innovative environment. Getting involved in the decision-making process and contributing to the strategic direction of the board has been both challenging and rewarding,” 

Maggelakis said. “Knowing that our decisions directly contribute to the betterment of our organization and its stakeholders is truly fulfilling.”