1. Moving Up or Moving On: A Gendered Perspective of Mid-Level University Leaders Pamela L. Eddy, The College of William and Mary Regina L. Garza Mitchell, Central Michigan University

2. Over the Past 10 Years the number of women... faculty increased from 35% to 41% administrators increased from 44% to 51% Source: Ryu, M. (2008). Minorities in higher education 2008: Twenty- third status report. Washington, DC: American Council on Education Yet, the number of women presidents is only approximately 23%

3. Total Distribution of Women Presidents (23%) Doctoral Granting Institutions 14% Master’s22% Baccalaureate23% Community Colleges 29%

4. Percentage of Presidents in Various Demographic Areas Demographics19862006 Women9.523 African-American5.05.9 Hispanic2.24.6 Asian-American0.40.9 American Indian0.50.7 Other/Multiple RaceN/A*1.5 All Minority8.113.6 Aged 50 or younger41.68.1 Aged 51-6044.442.6 Aged 61 or older13.949.3 * No data available American Council on Education. (2007). The American college president: 2007 edition. Washington, DC: Author.

5. Typical Career Pathway Faculty -> Chair -> Associate Dean -> Dean -> VP/CAO -> President

6. Literature and Framework Gendered organizational Structures Favor While males Work focused Structuration Theory Interplay between structure and identity Role of expectations (Acker, 1990, 2006; Giddens, 1984; Williams, 2000)

7. Methods Hermeneutic phenomenology approach Qualitative interviews with 10 mid-level leaders, 2 deans, 1 associate dean, and 7 department chairs “Clue and cue” approach (Ray, 1994) Active interviewing (Holstein & Gubrium, 1995)

8. Participants Participant * * GenderPosition in 2005 Seeking Advancement Current Position Marcus PapeMDean of BusinessNo Dean at another institution Laura LindsayFDean - Health ProfessionsNo Dean at another institution Kristie KotterF Associate Dean College of Graduate Studies Yes Dean at another institution Francis HarveyMChair, EconomicsNoChair, Economics Joseph PikeM Chair - Recreation, Parks, & Leisure No Interim Dean, College of Graduate Studies Dianna DiramioFChair, JournalismUnsureChair, Journalism Zachary KeeneMChair, HistoryNoChair, History Andrew OliveriM Chair, Broadcast and Cinematic Arts NoRetired Geoff LangMChair, CommunicationNoProfessor Michael StraubMChair, MarketingNoChair, Marketing

9. Overarching Themes Duality of Career Trajectories Inadvertent Leaders The Influence of Gender Framework for Leadership Development

10. Duality of Career Trajectories “ The fear I had is that once you become a full-time administrator you forget [your field].” – Department Chair “ The provost job is the toughest monkey on campus I think. And it’s such a balancing act. I don’t want it. I don’t have any desire to be a provost.” - Dean

11. Inadvertent Leaders “ I don’t think I’ve ever set out thinking I’ve got a certain goal in mind because I think that for me and my career, whatever I’ve done in life is more or less evolutionary. ” – Department Chair “ My career path is whatever happens to be convenient at the time….I had never thought about whether or not I would want to be an administrator. ” – Associate Dean

12. The Influence of Gender “ Economics is still a very male-dominated profession. Being male helps.” - Male Department Chair “There is definitely a gender bias. It’s not that there aren’t lots of women deans, but it’s easier I believe for a man to be put in that position instead of a woman to be put in that position. And I have to be a lot more careful about a lot of things.” – Female Associate Dean

13. Influence on Agency “ I think men are allowed to be themselves more than women are in hiring….A woman has to have much more attention to dress—if you wore a suit with a short skirt, or you wore pants, some may see this negatively. Men don’t have to make those kinds of decisions. ” “I’ve heard from the former chair [a woman] that there were certain things that I could get away with doing that she couldn’t because not only was I male, but I am a big, large male. I was unlikely to be challenged. ”

14. Framework for Leadership Development “ I wasn’t a career academic, I’ve been out in the business and continue to consult, so I’ve got that orientation….but if you are totally a career academic, there’s some things that you don’t pick up that you do pick up in industry. ” – Department Chair

15. Discussion and Conclusion The ideal worker norm is present, and both men and women reinforce this ideal. The career trajectory to mid-level leadership varied greatly from the “traditional” career path. Individual agency and the construct of leadership at mid-level all contributed to how the participants viewed their positions. A remaining challenge is how to get individuals to think differently about leadership.

16. Significance Traditional conceptions of male leadership as norm Women are viewed as “lacking” and “needing help” to move up Lack of succession planning and leadership development Need to rethink conceptions of leadership and to redefine roles