Leadership Styles of Women Managers in Higher Education

A qualitative study of women leaders at Liverpool John Moores University

Abstract

In the UK's higher education sector, men dominate managerial, directorial, and senior official roles, highlighting the need to understand and address the obstacles hindering women's career and leadership progress.  The aim of this study was to explore the various leadership styles exhibited by women managers and identify the challenges they had faced in their careers. To achieve these aims, semi-structured interviews were conducted with six women managers at Liverpool John Moores University.  The women leaders in the study were found to adopt more than one leadership style depending on the environment and the individuals they managed. The participants predominantly exhibited transformational leadership, as evidenced by the characteristics and traits they described. The study revealed how societal stereotypes about gender roles can create barriers for women in leadership, affecting their confidence and leadership style choices. The study suggests that future research should focus on strategies to boost women's confidence, assess the effectiveness of gender equity policies, and investigate the long-term career trajectories of female leaders to enhance understanding of women's leadership experiences and promote more inclusive organizational environments.