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Adm. Sci. 2017, 7(3), 30;

Fixing the Women or Fixing Universities: Women in HE Leadership

Leeds University Business School, The University of Leeds, Leeds LS2 9JT, UK
Faculty of Education and Arts, Federation University Australia, Mount Helen VIC 3350, Australia
Author to whom correspondence should be addressed.
Received: 3 July 2017 / Revised: 3 August 2017 / Accepted: 14 August 2017 / Published: 21 August 2017
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The lack of women in leadership across higher education has been problemitised in the literature. Often contemporary discourses promote ‘fixing the women’ as a solution. Consequently, interventions aimed at helping women break through ‘the glass ceiling’ abound. This article argues that the gendered power relations at play in universities stubbornly maintain entrenched inequalities whereby, regardless of measures implemented for and by women, the problem remains. The precariousness for women of leadership careers is explored through two separate but complementary case studies (from different continents and different generations) each one illuminating gender power relations at work. The article concludes by arguing that it is universities themselves that need fixing, not the women, and that women’s growing resistance, particularly of the younger generation, reflects their dissatisfaction with higher education leadership communities of practice of masculinities. View Full-Text
Keywords: women in higher education; gender and leadership; gendered power relations women in higher education; gender and leadership; gendered power relations
This is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited (CC BY 4.0).
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Burkinshaw, P.; White, K. Fixing the Women or Fixing Universities: Women in HE Leadership. Adm. Sci. 2017, 7, 30.

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