Role Strain, Adaptation, and the Future of Inclusion and Belonging Work in Higher Education: Lessons From the Legacy of Dr. Phillip J. Bowman

Abstract

This chapter examines the evolving landscape of inclusion and belonging work in higher education through the lens of role strain, adaptive leadership, and institutional transformation, drawing upon the enduring legacy of Dr. Phillip J. Bowman. Framed by Goode’s (1960) theory of role strain, this chapter explores how Black faculty and scholars of color navigate the competing demands of research productivity, institutional service, mentorship, and advocacy within predominantly white institutions. Through personal reflection, organizational analysis, and policy-oriented discussion, this chapter highlights the disproportionate labor often placed on scholars engaged in equity-focused work and the emotional, professional, and political complexities associated with sustaining such efforts.

Central to the discussion is the role of mentorship and institutional infrastructure in advancing long-term systemic change. This chapter uses the establishment and evolution of Wisconsin’s Equity and Inclusion Laboratory (Wei LAB) as a case study to illustrate how research centers can serve as engines for organizational transformation, faculty development, and policy influence. In honoring Dr. Bowman’s leadership and mentorship, this chapter also considers emerging threats to inclusion and belonging initiatives, including political resistance, legislative rollbacks, and skepticism toward disparities research.

The chapter concludes with actionable recommendations for faculty, graduate students, institutional leaders, and policymakers to sustain equity work through coalition-building, strategic adaptation, interdisciplinary collaboration, and structural accountability. Ultimately, this chapter argues that enduring progress in higher education requires moving beyond symbolic commitments toward embedded, sustainable systems of inclusion and belonging.