Leading with Purpose: Professor Sally Moyle

As part of our ongoing spotlight on purpose-led leadership, we are speaking to leaders who are helping to widen opportunity through inclusive leadership, lived experience and a commitment to helping others succeed. 

Next, we speak to Professor Sally Moyle, Deputy Vice Chancellor at the University of Worcester. With a professional background in nursing and health and care education, her leadership is rooted in a clear sense of purpose around creating the conditions for others to flourish.

For Professor Moyle, leading with purpose begins with enabling success in others: 

“My main goal in leading others is to inspire, motivate and enable success. I often say that my purpose is to allow others to flourish and succeed in their roles, and to enable opportunities to be taken. 

I talk to student nurses about my own career pathway in the hope that they can envisage themselves in leadership positions, I encourage them to seize opportunities and to take chances that come their way.  

I think many people do not believe in themselves to be able to take on more senior roles and I try to demystify this and show how it can happen. As most senior roles in the higher education sector are taken largely by men – although interestingly so, not at Worcester - it’s important for female staff to have role models and mentors to support career progression whatever their background or discipline.  

This is especially important for nurses who often come from a diverse and widening participation background and are largely female.” 

Her own leadership journey was shaped by someone who believed in her and gave her the confidence to suceed: 

“An important time that I remember vividly which has shaped my leadership was having a manager who believed in me and purposefully ensured opportunities that arose were open to me.  

I was working as a Director within the Nursing and Midwifery school in a large faculty. The Pro Vice-Chancellor/Exec Dean at that time was a strong female role model. An opportunity arose to be head of school for health and social science- this was quite a move from my own discipline, however through her vision and belief in me I was encouraged to apply for the role. 

I was successful and at the same time very daunted by leading a very large school outside of my discipline area (most of the school comprised of social science and psychology and was male dominated). The first few weeks and months were challenging, however with her support and guidance and a great team (including a phenomenal deputy), the school flourished and I can honestly say was one of the most rewarding roles of my career.  

This experience has certainly shaped my leadership to open opportunities for those who may not see themselves in leadership/senior role and to believe in others to succeed.” 

That same commitment to opportunity is reflected in the University of Worcester’s wider mission: 

“The University of Worcester is committed to breaking down barriers to opportunity because it has a long‑standing, institution‑wide belief that everyone with the ability and ambition to learn should be able to access and thrive in higher education.  

This commitment underpins a distinctive ‘whole university’ approach in which every course, facility and service is designed to promote inclusion, from innovative curriculum and estate development to extensive wellbeing and mental health support.  

The University consistently engages students from underrepresented backgrounds, invests in pioneering inclusive facilities such as The Hive and the University of Worcester Arena, and works closely with community, NHS and voluntary partners to remove practical, social and health‑related obstacles to success.  

This determined focus ensures that students are supported to reach their potential and to contribute positively and confidently to their communities and chosen professions.” 

Professor Moyle’s story is a reminder that purposeful leadership is not just about individual achievement. It is about creating opportunity for others, challenging assumptions about who can lead, and building cultures in which people feel able to grow.