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Abstract

The lack of women holding high-level leadership positions in higher education institutions is problematic. From a historical standpoint, women face several more obstacles while working toward obtaining leadership roles in higher education than men do. In addition, from a societal lens, women are judged differently in regard to leadership style, emotion, and success in higher education leadership. This case follows a woman who obtained the position of interim dean and was unceremoniously removed from the role. Authors make suggestions regarding factors for her success, how her emotions affected her performance, and variables leading to her accepting the role of interim dean.

Keywords

deanship higher education leadership gender(ed) leadership labyrinth

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