Women in Leadership: The Future of Christian Higher Education

Longman, Karen A.; Anderson, Patricia S.

doi:10.4324/9781351206235-3

Cited by 7 publications

(14 citation statements)

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“…Most of the publications to date relate to personal, cultural and professional challenges faced by female managers. Examples being the studies on cultural norms (such as gender stereotyping and cross-gender networking) affecting the female managers (Longman and Madsen, 2014;Tlaiss, 2013;Budworth and Mann, 2010). Hence, a majority of the female leadership studies conducted within the Middle East have highlighted social problems and shortcomings (Karam and Afiouni, 2013;Abdalla, 2015).…”

Section: Socially Dynamic Environmentmentioning

confidence: 99%

Transformational leadership behaviours of women in a socially dynamic environment

Sharif

2019

IJOA

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Purpose This paper aims to provide insights into the female transformational leadership behaviours within a socially dynamic environment. Research was conducted in the State of Qatar, a country that is going through a rapid social change. Design/methodology/approach The research framework was based on the transformational leadership framework (TLF) initially proposed by Burns (1978) and further developed by Bass (1985). A respondent set, consisting of 25 Qatari female managers, was taken from the largest public university in the State of Qatar. In-depth interviews were the main source of collected data. The data were analysed using NVivo 11. Findings Predominantly, Qatari female leadership behaviours were reflective of transformational leadership. In their dealings, Qatari female managers displayed motherly instincts, encouraged open communication, used relationship adaptations and used trust. From time to time, Qatari female managers displayed non-transformational leadership behaviours. This occasional leadership style switch was part of behavioural flexibility that was required in a mixed age, mixed gender, mixed experience and mixed nationalities work environment. The key reason for the change in transformational leadership approach came as a reaction to subordinates’ attitude. In particular, the male-dominated work environment required behavioural adjustments (such as being more assertive and autocratic) to deal with masculine subordinates. Research limitations/implications A range of respondent perceptions were related to defining leadership. There was some overlapping between the tested determinants. For example, idealised influence and individualised consideration shared a degree of similarity in terms of how they were perceived. Social implications Socially dynamic environment should be seen as an opportunity for female transformational leadership development. Social dynamism may result in an evolved TLF that could be more appropriate for Qatari organisations. Hence, experience and problem sharing between Qatari female managers may help in developing a socially and culturally fitting transformational leadership model. Originality/value The study presented a perspective of a socially dynamic environment where women were practicing transformational leadership primarily through behavioural flexibility and change management. The study suggests an extended version of TLF that would be more suitable for female leadership within a socially dynamic environment.

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Section: Socially Dynamic Environmentmentioning

confidence: 99%

Transformational leadership behaviours of women in a socially dynamic environment

Sharif

2019

IJOA

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“…After a critical evaluation based on repetitive themes, unique contribution to understanding this worldview, and usefulness for practitioners, this article primarily drew from the findings of six studies (Eliason, Hall, & Anderson, 2012; M. E. Hall, Christerson, & Cunningham, 2010; Joeckel & Chesnes, 2009; Lidzy, 2005; Longman & Anderson, 2016; Schutte, 2008), in addition to more fully explaining dimensions of the Women’s Leadership Development Model (Dahlvig & Longman, 2014).…”

Section: Methodsmentioning

confidence: 99%

“…The impact of these realities is evident in the demographics of leadership within the CCCU. Approximately 60% of the students across the CCCU are women (Rine, 2012), a demographic slightly higher than the national average of 57% (Gangone & Lennon, 2014); however, as of 2015, women hold only 7% of the presidential roles (Longman & Anderson, 2016), compared with 26% of postsecondary presidents in the United States (Gangone & Lennon, 2014). Underrepresentation of women within CCCU leadership is evident in all key administrative posts: women hold 29% of the chief academic officer positions, 29% of the chief enrollment officer roles, 22% of the chief student development officer positions, and 14% of the chief development officer roles (Longman & Anderson, 2016).…”

Section: Women's Leadership Within the Context Of Evangelical Higher mentioning

confidence: 99%

“…Approximately 60% of the students across the CCCU are women (Rine, 2012), a demographic slightly higher than the national average of 57% (Gangone & Lennon, 2014); however, as of 2015, women hold only 7% of the presidential roles (Longman & Anderson, 2016), compared with 26% of postsecondary presidents in the United States (Gangone & Lennon, 2014). Underrepresentation of women within CCCU leadership is evident in all key administrative posts: women hold 29% of the chief academic officer positions, 29% of the chief enrollment officer roles, 22% of the chief student development officer positions, and 14% of the chief development officer roles (Longman & Anderson, 2016). Rine (2012) reported that as of Fall 2008, women represented 42.9% of all full-time postsecondary faculty in the United States, but only 38.4% of the full-time faculty at CCCU member institutions; as of 2010-2011, 43.7% of full-time female faculty at CCCU institutions were in non-tenure-track positions, compared with 35.1% of male faculty.…”

Section: Women’s Leadership Within the Context Of Evangelical Higher mentioning

confidence: 99%

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Influences of an Evangelical Christian Worldview on Women’s Leadership Development

Dahlvig

Longman

2016

Advances in Developing Human Resources

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The Problem A recent Pew Research Center report noted that 70.6% of U.S. American adults self-identify as Christian; 25.4% identify themselves as Protestant Evangelical. Historically, the worldview of evangelicals has reflected what Gallagher described as a “hierarchically ordered universe.” The implications of this worldview on both individuals and organizational cultures add complexities as women navigate the labyrinth of leadership. Such complexities, related to the implied superiority of maleness, call for a review of research related to the leadership experiences of evangelical women, with implications for professional development programs. The Solution Recent research has focused attention on leadership identity development; for women, this process involves addressing “the often fragile process of coming to see oneself, and to be seen by others, as a leader.” Understanding the worldview of evangelicals can be important if the aspirations and abilities of high-potential women are to be fully tapped. Based on previous grounded theory research as reported by Dahlvig and Longman, this article provides a review of the relevant literature, including a model and conceptual framework for leadership development that recognizes the influence of an evangelical worldview on organizational culture and women’s leadership aspirations and experiences of women. The Stakeholders As a multidisciplinary field, Human Resource Development benefits from exploring emerging leadership development theories, especially theories that take into consideration context, culture, and worldview. This research can be instructive to HRD professionals and others who may benefit from understanding how worldview shapes individuals’ lived experiences.

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“…Professional mentor relationships are a key development component for all people, and especially women who are achieving ranks of higher leadership. The research on women college presidents' leadership development also points to the importance of mentoring and sponsorship (Longman & Madsen, 2014;Madsen, 2008;Moore Brown, 2005). found that two thirds of the women presidents they interviewed explained they had been mentored to the role of presidents.…”

Section: Reflections On Findings and The Literaturementioning

confidence: 99%

The Professional Journeys and Experiences in Leadership of Evangelical Lutheran Church in America Women Bishops

Tunheim

DuChene

2016

Advances in Developing Human Resources

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The Problem. There are 70.5 million Lutherans in the world, with numbers increasing in Asia and Africa. Currently, only 14% of the Lutheran bishops are women, an increase from 10% in 2011. The role of bishop is a complex leadership position, requiring one to lead up to 150 churches and pastors in a geographical area. With more than 50% of the Lutheran church population comprised of women, their gender and voices are not being represented or heard at the highest levels of the Evangelical Lutheran Church in America (ELCA). With one billion women projected to enter the workforce globally in the next two decades, more needs to be written and understood about women church leaders, such as Lutheran bishops. The purpose of this study was to explore the journeys of women who achieved the office of bishop, to glean what can be learned for the benefit of other women who might be called to these higher levels of leadership in the church. The Solution. This research suggests that 70% of the ELCA women bishops interviewed had unique career journeys, important spouse support, few women mentors, many challenges, and key leadership competencies required for the role. These findings can be helpful to future Lutheran and other Christian church leaders. It can help current and future women bishops understand what is expected in the role so they can be more successful in it. Leadership development recommendations are also suggested for seminary and higher education administrators and educators.

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Women in Leadership: The Future of Christian Higher Education

Cited by 7 publications

References 0 publications

Transformational leadership behaviours of women in a socially dynamic environment

Transformational leadership behaviours of women in a socially dynamic environment

Influences of an Evangelical Christian Worldview on Women’s Leadership Development

The Professional Journeys and Experiences in Leadership of Evangelical Lutheran Church in America Women Bishops

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