Management Confidential: How Leadership Training Impacts the Development of Women Administrators

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Author(s): Meg Pearson (SUNY Plattsburgh, USA)
Copyright: 2025
Pages: 26
Source title: Empowering Women in Academia: Improving Methods, Practices, and Approaches for Change and Transformation (IMPACT)
Source Author(s)/Editor(s): Lolita L. Kincade (SUNY Plattsburgh, USA), Alicia Brossette (University of North Texas at Dallas, USA), Constance Lacy (University of North Texas at Dallas, USA)and Crystal Benjamin (University of North Texas at Dallas, USA)
DOI: 10.4018/979-8-3693-8638-5.ch011

Keywords: Education / Gender and Diversity / Higher Education / Information Science Reference

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Abstract

The mission of this chapter is to support the success and retention of women administrators in academic environments by identifying and unpacking one of the lesser acknowledged challenges in higher education supervision: the often-opposing identity categories of leader and manager. The chapter synthesizes the many portrayals of successful leadership qualities in the self-help management literature and training worlds, explores the flaws of many of these portrayals, illustrates the negative impacts of these confusing and frequently misleading interpretations of successful leadership, and offers alternative models of successful approaches to leadership. The chapter concludes with a call for intersectional and customized mentorship groups for women that are based on the desires and lived realities of women.

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Management Confidential: How Leadership Training Impacts the Development of Women Administrators

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