Despite a substantial increase in the number of women with advanced degrees in higher education, women leaders remain underrepresented in top leadership positions. This continued underrepresentation indicates that having more women in the university pipeline is not enough to improve the leadership status of women in higher education. Therefore, a fundamental change is needed in the approach that women take when considering and pursuing leadership positions. This study proposes that an important component of this change be an increase in women’s use of an “active voice” on college campuses. This qualitative study investigates how seven successful women leaders in higher education have constructed and implemented an active voice in developing their own leadership skills, and towards advancing opportunities for future women leaders, despite barriers that may traditionally impede leadership attainment for women in higher education. Collectively, the stories of the seven women leaders depict higher education as a complex environment in which women struggle not only for equality, but also for their voices to be heard by both men and women.
Key words: Leadership, Communication, Women in Leadership, Higher Education
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