Women Higher Education Administrators

Tenisha Tevis, Meghan Pifer, Vicki Baker

OAI: oai:igi-global.com:277295 • DOI: 10.4018/978-1-7998-6491-2.ch003

In the multiple crises of 2020, a common narrative emerged about the effectiveness of women leaders in responding at the local, national, and international levels. Their behaviors suggested a reliance on adaptation. As microcosms of the social structures in which they exist, postsecondary institutions are not exempt from the task of leadership through crises; however, little is known about women leaders in higher education administration in times of crisis. Though having the ability to adapt has shown to be paramount for organizational success and thriving, it is virtually unknown whether women higher education leaders take an adaptive approach during crises. Thus, the authors went beyond recent headlines to understand women higher education leaders in contexts riddled with crises. Findings provide illustrative evidence of the six tenets of adaptive leadership to inform practice and future research.

Gender & Diversity Education Educational Administration and Leadership Social Sciences and Humanities Business and Management