Advancing Women in Leadership Journal
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Teachers\u27 Perceptions of Women In The Principalship A Current Perspective
Get PDFTeachers appear to not want extremes and prefer a balance in both male and female principal
Factors Influencing the Willingness to Mentor Females in Leadership Positions within Campus Recreation: A Historical Perspective
Get PDFThe purpose of this study was to examine how mentoring played a role in advancing women in leadership positions within campus recreation from a historical perspective. The present study investigated two areas of inquiry within campus recreation: (a) what were the individual reasons for mentoring women within campus recreation? and (b) what organizational factors inhibited or facilitated mentoring women
What\u27s Really at Stake with High-Stakes Testing?
Get PDFHigh-stakes testing has the potential to make significant differences in the lives of children and adults across a variety of educational settings. Decisions related to high-stakes testing can affect individuals and systems at the local, regional, state, and national levels (Ysseldyke et al., 2004). Advocates of high-stakes testing hope test scores will prompt schools and organizations to reform policy, encourage teachers to adopt more effective practices, and motivate students to work harder based on the school\u27s accountability report (Stecher, 2002). However, some studies indicate that high-stakes testing can have negative as well as positive consequences and that these consequences sometimes result in different experiences for females and minorities. In this article, we define high-stakes tests, describe both positive and negative consequences of these assessments as they relate to females and minorities, discuss reasons for performance differences among diverse groups, and share cautions regarding uses of high-stakes tests
The Paradox and the Price: A Case study of Female Academic Managers in an Australian Regional University
Get PDFThis case study presents empirical data regarding the experiences of female academic managers in an Australian regional university. In Australia regional universities are situated in rural towns or cities outside the seven state capital cities and the national capital. This study is intended as a basis for further research in relation to women working in universities and has informed the development of a survey of female middle managers in Australian universities, which will be reported in another paper. This case study focuses on female academics in front-line roles to more senior management roles in what still remains a male-dominated management context. The study is also set within the context of a number of pressures on Australian universities, including increased student numbers, decreased government funding, corporatisation and managerialism. The broader restructuring of tertiary education is often accompanied by organizational restructuring at institutional level and this is the case in this study. The management lives of a number of women academics, who are front-line and more senior managers, are examined in the context of sectoral and organizational restructuring, the competitive expectations of managing in new times, and in the context of working in a university in an Australian regional area. Discussion examines human resource development practices and other experiences that have prepared the women for their current roles. Issues surrounding leadership and management styles, workplace culture, work/life balance, and work identity are examined. Conclusions are drawn about the organizational value attributed to the management activities undertaken by these women, the paradoxes a number identify in their roles, and the price several believe they have paid in undertaking managerial leadership
A Personal Account of Leadership in an Academic Setting
Get PDFThe Combination of intuition, compassion, social skills and direction became my leadership task during two years as a faculty senate chair. I developed my leadership style in an academic setting that was experiencing a period of rapid fundamental change. Both our campus and our university system were going through major leadership changes and shifts in strategic directions. My leadership style in this context was of both the weaver and the warrior. There was a constant need to scan the organization to see who was affected, or disaffected, by change and to build networks between faculty members and decision makers that would give voice to concerns while silencing the meddlers and mischievous
Scarlett Leads the Schoolhouse: Does Being Southern Matter?
Get PDFI was born and fastidiously bred in the heart of James Dickey\u27s South. I did all the right Southern white middle class things: music, art, and dancing lessons; professional tips on hair and makeup; a brief stint (though unsuccessful) with high school beauty pageants; acquisition of the right Junior League Cookbooks; a proper finishing at a Southern undergraduate school for women and entrance into the teaching profession. But then, I broke the rules, entered school administration, and became my school district\u27s first female high school principal, a four-year experience I detailed in a 1996 publication Speak Softly and Carry Your Own Gym Key: a Female High School Principal\u27s Guide to Survival. Last year, at a journaling workshop, I explored my life experience and became intrigued with how being born and bred in the Deep South might have influenced my experience as a female high school principal
Worker Bees and Wild Roses: The Pleasure and Pain of Mid-Career Female Academics
Get PDFDrawing on self-identified metaphorical expressions that represent women at work, this paper discusses how a group of mid- career academic women experience their work and workplace. The research was prompted by consistently high number of female academics who remain in the mid-levels in the academic career ladder despite research that shows this group is ambitious and holds leadership aspirations. Understanding the experiences at the mid-career levels, by gaining insights into their workplace experiences, may further our knowledge of how to advance women in leadership. The research draws on the metaphoric descriptions provided by 28 mid-career women working across three Australian universities. Metaphors elicit hidden and implicit values about how the subjects respond and give meaning to their work and working conditions and have been used in organisational practices to disclose underlying issues. The findings discuss the positive and negative work and workplace associations disclosed by the participants. However, the findings suggests that women find pleasure and desire in and through their work. It is through their work that academic women experience self-expression, creativity and adding value. By focussing on the value of doing academic work and the rewards of contributing to academia, there is potential to enhance the capacity for mid-career women to thrive in academia and build the foundations for leadership. Keywords: metaphors, mid-career academics, women, higher education
Do Women Value the Domains of Leadership Differently than Men?
Get PDFA comparative study was conducted to determine if women value the various domains of leadership differently than men, and, if they differ, to determine if the differences are consistent across leadership positions. Seventy-two actively employed educators completed a short online leadership survey where they were asked to report their gender and current academic position (teacher leader or administrator). In addition the participants were asked to rate (4-point Likert scale) the importance of the four domains of leadership strength (relationship building, strategic thinking, executing ideas, and influencing others) suggested by Rath and Conchie (2008). A two-way MANOVA was conducted to determine if any significant main or interaction effects could be found for gender and academic position for each of the four self-rated domains of leadership strength. A statistically significant (α=.05) difference was only found for gender. A significant main effect for gender was found for both strategic thinking, F (1 ,68) = 4.85, p = .031, η2 = .067, and for relationship building, F (1 ,68) = 9.42, p = .003, η2 = .122, with men (M = 3.06, SD = 1.14) scoring significantly higher than women (M = 2.31, SD = 1.18) on the strategic thinking domain and women (M = 2.71, SD = 1.3) scoring significantly higher than men (M = 1.65, SD = 1.11) on the relationship building domain. These results suggest that women perceive the relationship building domain of leadership as more important than men. If the findings of Rath and Conchie\u27s study are valid, women could become more effective leaders if they adopt a leadership style they prefer, which the present study suggests may differ from that of men. In addition, the results suggest women may be more effective mentors because of the importance they place on relationship building.. Keywords: gender, leadership domains.
Encouraging the Productivity of Female Millennial Employees Who Apply Knowledge to Enhance Products and Services
Get PDFThe almost 20 million female millennial knowledge workers enhance products, services, and customers in American businesses by applying their skillset knowledge. While participative management theories, like William Ouchi\u27s Theory Z, are known to promote employee productivity and loyalty it is noted that they only focus on the majority population. This study looked to extend existing participative management theories to include the female millennial knowledge worker and avoid negative costs associated with poor productivity and turnover. This manuscript highlights key results from a qualitative embedded single-case study that explored the influence participative management techniques had on the turnover and productivity of female millennial knowledge workers. This study extended participative management theory to include the female millennial knowledge worker and noted that managers with female millennial knowledge employees should consider a focus on employee development, timely feedback, and cultivating a positive working environment. Keywords: female, millennial, knowledge worker, participative management, productivity, turnover.
Gender, Culture and Language in School Administration: Another Glass Ceiling for Hispanic Females
Get PDFWomen in administration face many challenges in their careers. When the additional characteristics of racial and ethnic differences are included, the challenges increase. The struggle to achieve fair representation and adequate advancement opportunities within school districts is a problem that disturbs minority women.