Index
Barret Katuna
(Sociologists for Women in Society, USA)
Degendering Leadership in Higher Education
ISBN: 978-1-83867-133-4, eISBN: 978-1-83867-130-3
Publication date: 5 September 2019
This content is currently only available as a PDF
Citation
Katuna, B. (2019), "Index", Degendering Leadership in Higher Education (Great Debates in Higher Education), Emerald Publishing Limited, Leeds, pp. 175-180. https://doi.org/10.1108/978-1-83867-130-320191007
Publisher
:Emerald Publishing Limited
Copyright © 2019 Barret Katuna
INDEX
Index
Note: Page numbers followed by “n” with numbers indicate notes.
Academic leadership
, 20, 36, 63, 149
benefits of formal leadership training
, 91–97
early pathway to academic leadership and mentors
, 63–64
effective
, 150
faculty/administrator experience
, 67–70
formal leadership training
, 91
impossibility of gender blindness in
, 153
learning from others’ leadership style
, 71–78
learning from successes and mistakes of others and self
, 70–71
listening and learning to lead
, 89–90
muddling through and learning on-the-job
, 82–86
narratives
, 149
non-role model
, 78–82
predecessors
, 87–89
roles
, 27
suggestions for future research
, 154
training for women
, 98–108
undergraduate and graduate school experience
, 64–67
women advance to
, 151
Advantages
, 141–146
Age
, 137–138, 152
Agentic approach
, 55–56
Agentic leadership
, 6
American Council on Education (ACE)
, 2, 101
Arts and Sciences (A&S)
, 10
Association of Governing Boards of Universities and Colleges (AGB)
, 108n2
Authentic leadership
, 76
Authoritarian
, 6, 131
Authority, questioning of
, 122–131
Autocratic leadership style
, 5
Bachelet’s strategy
, 16
Board of Trustees
, 31, 35, 73, 130, 154
Campus-wide emergencies
, 19
“Career academic”
, 36
Career-minded university leader
, 38
Careerism/careerist
, 37–38
agendas
, 38
persona
, 38
Caring for institution
, 36–38
Children
, 115–118, 120–121, 152
Cisgender
, 8
Class
, 13, 26, 149, 154
Close/distant role modeling
, 70
Collaboration
, 5, 21, 57, 64
Collaborative leadership style
, 55
Communal leadership
, 6
style
, 55
Communal/agentic leadership style
, 6
Corporate
, 8, 19
administrators
, 20
contracts
, 27
Credentials, exceptional academic
, 20–31
Cultural respect
, 31–36
Culture
, 20, 31–33, 61, 123, 150
Cyborg
, 147n1
Dean
, 59
Degendering leadership
, 2, 4
Democratic engagement
, 5, 31
Democratic leadership style
, 4–5, 15
Disciplinary diversity
, 54, 56
Disciplinary homes
, 10
Discourse analysis
, 14
Diversity
, 2, 8–10, 17, 20, 46–55
Double bind
, 122
Earning citizenship
, 31
Education
, 10
scholars
, 46–47
Effective academic leadership
, 19–20
caring for institution
, 36–38
exceptional academic credentials
, 20–36
hail to position
, 39–43
leading with ego
, 31–36
personnel issues
, 43–46
teamwork
, 55–61
valuing diversity of opinions
, 46–55
Effective leadership
, 42, 52, 59, 61
Ego, leading with
, 31–36
Emotional labor
, 7, 111
Essentialism, gender
, 1, 17, 107
Ethnicity
, 2, 107–108, 149, 153–154
Exceptional academic credentials
, 20
academic leadership
, 21–22
academic training
, 27–28
changing landscape
, 28–29
Earning citizenship
, 31
faculty members
, 20–21
leadership hierarchy
, 23–24
leadership role
, 24–25
teaching
, 25–26
university leadership
, 30
Faculty/administrator experience of academic leadership
, 67–70
Family balance
, 114–122
Family-related matters
, 121
Feminine
, 1
leadership
, 17
Femininity
, 16, 147n1
Feminist degendering movement
, 4
Formal leadership training
, 91
benefits
, 91–97
Gender
, 122, 152
binary
, 1
essentialism
, 1
gender-based differences
, 150
gender-based harassment
, 136–138
gender-based mentoring
, 144
leadership styles and
, 15–18
roles
, 151
trials
, 123
Gender-specific leadership trainings
, 98, 144, 150–151
Gendered advantages
, 141–146
Gendered democratic/authoritarian leadership style
, 6
Gendered imbalance
, 120
Gendered leadership
, 3, 5, 15, 153
Glass ceiling
, 2, 141–146
Glass escalator
, 142, 147n3
Global/specific role modeling
, 70
Graduate school experience
, 64–67
Grounded theory approach
, 13
Hands-off approach
, 6
Harassment
sexual
, 122, 136–137, 141
workplace
, 136–141
Hidden power dimensions
, 14
Hierarchy, leadership
, 23–24
Higher education, gender and leadership in
, 109
gender and power
, 122
power trips
, 131–136
questioning of authority
, 122–131
socially constructed gendered leadership gender roles
, 110–114
work and family balance
, 114–122
Higher Education Resource Services (HERS)
, 99–100, 102, 104
Individual leadership approaches
, 1
Institutional culture
, 34–35
Institutional stakeholders
, 20
Intersex leadership
, 1–2, 153
Labor-intensive employment
, 152
Laissez-faire leadership
, 5
Laissez-faire style
, 6
Leader(ship)
, 17, 36, 39, 40, 58, 57, 108
degendering
, 2
disciplinary
, 10–12
efficacy
, 149–150
in gender-neutral terms
, 2–3
hidden power dimensions
, 14
lack of diversity
, 8–9
relations of ruling
, 7–8
scholars
, 5, 46–47
sociology for people
, 13
STEM
, 9–10
study design
, 7
styles and gender
, 15–18
theorizing leadership variation
, 4–7
trainings
, 97
Leadership style
, 6–7, 13, 78–79, 133–134
learning from others
, 71–78
Leading with ego
, 31–36
Learning
to lead
, 89–90
leadership assessment
, 83
from mistakes
, 78–82
on-the-job
, 82–86
Liderazgo feminino (Feminine leadership)
, 16
Listening to lead
, 89–90
Literary disciplinary
, 54
Masculine/masculinity
, 1, 16–17, 147n1
Mentoring
, 7, 38, 42, 58, 64, 67–69, 82, 106, 150
Mentors
, 69–70
early pathway to
, 63–64
Mentorship
, 68, 70
Military
, 9
Mistakes
learning from
, 78–82, 150
others and self
, 70–71
Networking
, 92, 93, 102, 104, 107
Non-binary
, 1–2, 17
Non-cis-gender leaders
, 146
Non-discrimination policy
, 33
Non-role models
, 78–82
Nurturing future leaders
, 58
“On-the-job” learning
, 150
Open in-person dialogues
, 48
Openness
, 5
Parents
, 85–86
Path
, 31, 64, 66, 91, 104, 135, 149, 154
Patriarchy
, 9
Peer groups
, 63
Ph. D. (doctorate)
, 25–26, 28
Politics
, 16–17, 33, 76
Positive/negative role modeling
, 70
Power
, 122, 152
trips
, 131–136
Predecessors
, 87–89
Problem-solving process
, 129
Race
, 2, 8, 13–14, 46, 107–108, 149, 153–154
Religion
, 33, 63, 153
Research (scholarship)
, 24, 82, 103
Respondents
, 152
Role models
, 70
“Second shift” labor
, 118
Sexual harassment
, 122, 128, 136–137, 141
Sexuality
, 2, 8, 13, 107, 149, 153–154
Shared governance
, 5–6, 19, 55–57, 103, 123, 150
Social media
, 48–49
Social role theory
, 5, 15
Socialization
, 63, 67, 103
Socially constructed gendered leadership gender roles
, 110–114
Sports-themed Barbie
, 16
Stakeholders
, 113, 152
STEM (Science, Technology, Engineering, and Mathematics)
, 9, 98, 142
Stereotypes
, 153
Students
, 9, 26, 31, 33, 46–51, 56, 64, 85, 126
Successes
, 70–71, 106–107, 150
Successor
, 39, 87–89
Teaching
, 21, 23–25, 38, 91, 96
Team diversity
, 54–55
Teamwork
, 55–61
Theorizing leadership variation
, 4–7
Time-consuming leadership role
, 119–120
Training for women
, 98–108
Trans/transgender
, 1, 17, 153
Transactional approach
, 6–7
Transactional leadership
, 5–7
Transformational leadership
, 5–7
Transparency
, 5
Undergraduate school experience
, 64–67
Valuing diversity of opinions
, 46
administrators
, 46–47
deal with situation
, 50–51
effective leader role
, 52
openness
, 48
quality
, 52–53
social media
, 48–49
team diversity
, 54–55
Woman
leadership
, 1
Women respondents
, 114–115
respondents
, 119
training for
, 98–108
Work and family balance
, 114–122
Workplace harassment
, 136–141