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9781838671334

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Barret Katuna makes an important and timely contribution to promoting leadership diversity by critiquing prescriptive definitions of leadership in academia. Through a wide range of rich in-depth interviews with academic administrators in leadership positions, Katuna challenges gender essentialism and offers a nuanced understanding of effective and inclusive leadership. -- Margaret Abraham Comprehensive in-depth interviews with higher-education leaders provide rich and useful data for leadership studies as well as for aspiring leaders of every gender. -- Judith Lorber

Barret Katuna makes an important and timely contribution to promoting leadership diversity by critiquing prescriptive definitions of leadership in academia. Through a wide range of rich in-depth interviews with academic administrators in leadership positions, Katuna challenges gender essentialism and offers a nuanced understanding of effective and inclusive leadership. -- Margaret Abraham Comprehensive in-depth interviews with higher education leaders provide rich and useful data for leadership studies as well as for aspiring leaders of every gender. -- Judith Lorber

Comprehensive in-depth interviews with higher education leaders provide rich and useful data for leadership studies as well as for aspiring leaders of every gender. -- Judith Lorber Barret Katuna makes an important and timely contribution to promoting leadership diversity by critiquing prescriptive definitions of leadership in academia. Through a wide range of rich in-depth interviews with academic administrators in leadership positions, Katuna challenges gender essentialism and offers a nuanced understanding of effective and inclusive leadership. -- Margaret Abraham Drawing on interviews with 34 individuals serving as presidents, deans, and provosts at colleges and universities in the US, the author addresses the role of gender in the narratives of female and male leaders in higher education, how gender fits in their descriptions of workplace interactions, how their gendering of leadership reproduces gender stereotypes, the strategies leaders and institutions can use to degender leadership, and what degendered leadership might look like. She discusses effective academic leadership; training and experiences for learning leadership skills and the relevance and limitations of gender-specific training for women leaders; leaders' reactions to the socially constructed masculine vs. feminine leadership framework, as well as situations in which they felt gender mattered or did not matter in their work; and how gender identity does not predict leadership style. The book is based on the author's 2014 doctoral dissertation, Breaking the Glass Ceiling? Gender and Leadership in Higher Education. -- Annotation (c)2019 * (protoview.com) *

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Barret Katuna is the Executive Officer of Sociologists for Women in Society (SWS). Barret completed her PhD at the University of Connecticut, USA, and was previously a Visiting Assistant Professor at the University of Connecticut. While pursuing her PhD, Barret also earned certificates from the Women's Gender and Sexuality Studies Program and Human Rights Institute.

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