A Woman With a Plan: Recognizing Competencies for Ascent to Administration in Higher Education

Turner, Paaige K.; Norwood, Kristen; Noe, Charlotte

doi:10.1515/njawhe-2013-0003

Cited by 9 publications

(11 citation statements)

References 16 publications

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“…Women have accounted for more than percent of the professional and managerial workforce in the US since (Kephart & Schumacher, 2005). Studies, such as those conducted at Johns Hopkins University, have found that although US institutions may have good intentions in addressing gender inequity, women are still less represented among the upper leadership positions in higher education (Dobele, Rundle-Thiele, & Kopanidis, 2014;Diehl, 2014;Turner, Norwood, & Noe, 2013;Gino, Wilmuth, & Brooks, 2015;Hannum et al, 2015).…”

Section: Statement Of the Problemmentioning

confidence: 99%

“…In environments with strong traditional beliefs, voicing one's opinions and concerns can be chancy and career inhibiting; a person cannot win. These types of gender-based leadership obstacles and the others, when taken together, create an invisible professional barrier referred to as the glass-ceiling (Baker & Cangemi, 2016;Ballenger, 2010;Diehl, 2014;Man, Skerlavaj & Dimovski, 2009;Turner et al, 2013). These experiences create a lack of self-confidence and cause women to believe they occupy a minority status in the organization.…”

Section: Leadership and Relationshipsmentioning

confidence: 99%

“…to understand the problems that keep them from advancing, they need an awareness of the competencies needed at the executive-level positions, and they need practical tactics, goals, and relationships to help them get there (Turner et al, 2013). Essentially, they need a personal plan of action and a system that is more fairly shaped to accommodate their individual differences.…”

Section: Performance Appraisalmentioning

confidence: 99%

“…This approach could serve to better arm women with the skills necessary to become a leader and gain access to top-level leadership positions. Turner et al (2013) and Heywood and Drake (1997) Human Resource Management. As organizations move away from these traditional systems, other institutional practices will need to be evaluated as well.…”

Section: Performance Appraisalmentioning

confidence: 99%

“…Cultural variables tend to drive against the promotion and career development of women due to gendered roles and male-dominated structures, for example, because they sustain an unfair system (Dobele et al, 2014;Turner et al, 2013). Many organizations have had to make culture shifts as they have implemented these new systems; although, these vulnerable shifts in the organization can quickly and easily be undermined (De Vries, 2015).…”

Section: Performance Appraisalmentioning

confidence: 99%

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Leadership journeys of women in Nordic higher education : a narrative research study exploring leadership development experiences through narrative inquiry

Robinson¹

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Although the landscape for higher education continues to change at a rapid pace in the United States, women are still less represented among the upper leadership positions in this industry. Research studies continue to emerge and highlight the financial importance and innovative benefits of have a diverse leadership team. This study focused on insights and understanding the leadership development journeys of four successful executive women in Nordic IHE. The purpose of this study was to explore the lived experiences of senior-level women administrators in IHE located in Nordic countries and better understand what is involved in leadership development, how they achieved their desired career advancement, and the individual and organizational components that were essential for their success. Their stories provided key insights on different forms of leadership development opportunities for aspiring women as well institutional characteristics that are critical for their success. These insights include advice for women aspiring to the executive level. Insights are also captured for US academic institutions to improve the diversification of their leadership team, including aspects of their organizational conditions, collaboration, training, support, and human resource agendas. There are many studies that explore the lack of diversity of women in leadership but few that focus on what is already working especially in the face of such as changing landscape as higher education. This study, however, focused on successful women in the context of Nordic higher educational leadership and will contribute to the continued studies of leadership development.

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