Special Issue "Gender and Leadership"
A special issue of Education Sciences (ISSN 2227-7102).
Deadline for manuscript submissions: closed (28 February 2018)
Prof. Dr. Pat O'Connor
1. Department of Sociology, University of Limerick, Limerick, V94 T9PX, Ireland.
2. Geary Institute, University College Dublin, Stillorgan Rd, Belfield, Dublin, D04 V1W8, Ireland
Website 1 | Website 2 | E-Mail
Interests: Higher education; Gender: at an individual, interactional, organisational and institutional level; organisational culture and leadership in state and semi-state organisations; masculinities/femininities; constructions of excellence; meritocacy as myth
Leadership is seen as critically important at a societal and organisational level. In most of the major institutions in Western society, the gender profile of such positions is male dominated and masculinist, despite the evidence that this is unhelpful to economic growth, research innovation, good governance etc. This Special Issue wants to explore new ideas about the gendering of leadership and the contexts and interventions that facilitate structural and cultural change.
This Special Issue welcomes articles on (a) theoretical perspectives on power, resources and gendered leadership including feminist leadership (b) case studies which provide fresh insights into the organisational and/or societal contexts which facilitate female and/or feminist leadership (e) empirical evidence on the efficacy of interventions to promote such leadership (e) intersectional, transgender, generational and national variation in and perspectives on the gendered performance of leadership.
Acker, S. (2012) ‘Chairing and Caring: gendered dimensions of leadership in academe’, Gender and Education, 24 (4): 411–428
Alvesson, M. and Billing, Y. (2013) ‘Organizational Culture and Leadership’, in Understanding Organizational Culture. 2nd edition. London: Sage
Blackmore, J. (2014) ‘‘Wasting talent’? Gender and the problematic of academic disenchantment and disengagement with leadership’, Higher Education Research and Development 33, (1): 86–99.
Cook, A. and Glass, C. (2014) ‘Women and top leadership positions’, Towards an Instututional analysis’, Gender, Work and Organization, 21 (1); 91–103
Eagly, A.H and Carli, LL (2007) Women and the Labyrinth of Leadership. Harvard Business Review, September 1–23 https://hbr.org/2007/09/women-and-the-labyrinth-of-leadership
Ely, R., Ibarra, H., & Kolb, D. (2011). Taking gender into account: Theory and design for women's leadership development programs. Academy of Management Learning and Education, 10(3), 474–493.
Gallant, A. (2014) ‘Symbolic interactions and the development of Women Leaders in Higher Education’, Gender, Work and Organization 21 (2): 203–216
Madden, M. (2005) ‘Gender and Leadership in Higher Education’, Psychology of Women Quarterly, 29 (1): 3–14
Morley, L. (2013) Women and Higher Education Leadership: Absences and Aspirations. Stimulus Paper. Leadership Foundation for Higher Education. LINK
Miller, D. I., Eagly, A. H., & Linn, M. C. (2015). Women’s representation in science predicts national gender-science stereotypes: Evidence from 66 nations. Journal of Educational Psychology. Advance online publication in 2014.
Muhr, S.L (2011) ‘Caught in the Gendered Machine: On the Masculine and Feminine in Cyborg Leadership’, Gender, Work and Organization 18 (3): 337–357.
Ryan, M., & Halsam, S. (2007). The glass cliff: Exploring the dynamics surrounding the appointment of women to precarious leadership positions. Academy of Management Review, 32, 549–572.
Sinclair, A. (2013) ‘A material dean’, Leadership 9 (3): 436–443
Sinclair, A.(2014) ‘A feminist case for leadership’, ed J. Damousi, K,. Ruberstein and M. Tomasic (eds.) Diversity in Leadership: Australian women, past and present. Canberra: ANU.
Alimo-Metcalfe, B. and Alban-Metcalfe, J.A. (2005) Leadership: Time for a New Direction’, Leadership 1(1): 51–71.
Collinson, D. (2005) ‘Dialectics of Leadership’, Human Relations 58 (11): 1419.
De Vries, J. and Van Den Brink, M. (2016) ‘Transformative gender interventions: linking theory and practice using the bi-focal approach’, Equality. Diversity and Inclusion: An International Journal 35 (7/8): 427-448.
Ely, R.J., Ibarra, H. and Kolb, D.M. (2011) 'Taking gender into account: Theory and Design for Women's Leadership Development Programs', Academy of Management, 10 (3): 474-493
Fletcher, J. (2004) ‘The paradox of Post Heroic Leadership:An Essay on Gender, Power and Transformational Change’, The Leadership Quarterly 15: 647-661
Martin, P.Y. and Collinson, D. (2002) ‘Over the Pond and Across the Water: Developing the Field of Gendered Organizations’, Gender, Work and Organization, 9 (3): 244-265
Peterson, H. (2015) ‘Exit the King, Enter the Maid: Changing Discourses on Gendered Management ideals in Swedish Higher Education’, Gender in Management: An International Journal, 30 (5): 343-357.
Van Den Brink, MCL and Benschop, Y. (2011) ‘Slaying the seven headed dragon:The quest for gender change in Academia’, Gender, Work and Organisation 19 (1): 71-92.
White, K. and O’Connor, P. (eds.) Gendered Success in Higher Education: Global Perspectives. London: Palgrave Macmillan.
Prof. Dr. Pat O'Connor
Manuscript Submission Information
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- Gender and leadership
- Gendered change agents
- Organizational and/or societal contexts
- Effective interventions
- Feminist leadership