This study examined whether a group of 42 university women perceived their best and slight same-sex friendships as therapeutic. Of those subjects, 29 had best friends who also participated in the study. Two paper and pencil instruments were completed by all participants and 10 of the best friend pairs were interviewed. Results of the study indicated that both best and slight same-sex friendships had therapeutic value for women, with best friendships seen as more therapeutic than slight friendships. Rank ordering of the therapeutic factors used as a basis for the study resulted in agreement among subjects on the relative importance of the factors in their best and slight friendships. Subjects and their best friends were also in agreement on the worth and rank orderings of these factors. Background for the study is provided by the literature review which included psychological perspectives on friendship, friendship's therapeutic importance, and sex differences in friendship. An additional perspective on female friendship is offered based on literature and observations outside psychology. Results are discussed in light of these somewhat contradictory perspectives.

In this article we argue that career counseling with adults is the exploration of personal identity and meaning, both of which are fundamental to an individual's survival, well-being, and family life-style.

Framed by the Stone Center's relational-cultural theory (Fletcher, 2007), which proposes that mutual growth occurs through connection, this qualitative exploratory study examines relationships with women colleagues that contribute to the quality of women's leadership experiences in higher education. Women leaders are affected by gendered organizational culture and by stereotypes of leadership that are predominantly male. They also face contradictions concerning their relationships with each other. Women are perceived to be relationally-oriented and socially responsive, but also back-biting and competitive; expected to show relational skills, but with no acknowledgement of what their skills contribute to organizations; expected to practice solidarity but also perceived as "queen bees." In the face of these contradictions, interviews with 15 women in leadership at five U.S. universities illuminate the character and contributions of select relationships that women leaders themselves identify as contributing factors to the quality of their leadership experiences. Ten benefits, which accrue both to the women and their institutions, emerged. Two of these benefits are: (1) strategizing and problem-solving; and (2) clarity of ideas, knowledge, and perspective. The benefits loosely align with the five positive outcomes associated with the Stone Center's relational-cultural model. Results offer alternative ways to think about women leaders' work-related relationships, recasting the usually invisible skills women bring to them as skills critical to enhancing their leadership, beneficial to the organization, and a means of challenging the status quo of gendered institutional culture. Keywords: women, leadership, colleagues, relational-cultural theory, support, friendship, work relationships

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