Accepted author manuscript, 612 KB, PDF document
Available under license: CC BY: Creative Commons Attribution 4.0 International License
Accepted author manuscript, 29.9 KB, Word document
Available under license: CC BY: Creative Commons Attribution 4.0 International License
Final published version
Licence: CC BY: Creative Commons Attribution 4.0 International License
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
}
TY - JOUR
T1 - How Job Sharing Can Lead to More Women Achieving Senior Leadership Roles in Higher Education
T2 - A UK Study
AU - Watton, Emma
AU - Stables, Sarah
AU - Kempster, Steve
PY - 2019/7/5
Y1 - 2019/7/5
N2 - This article explores the opportunity that job sharing offers as a way of encouraging more women into senior management roles in the higher education sector. There is a scarcity of female leadership representation in the higher education context, in particular a lack of female leadership pipeline. The article examines the underlying influences that limit the representation of women in leadership roles. To address these contextual limitations the process of job sharing is offered as a possible solution for harnessing the skills and talents of women in leadership positions in higher education and enabling the development of a leadership pipeline. To illustrate how such job sharing could occur the article provides a detailed vignette of a job share between two senior women leaders within a single UK university context and the positive impact this had on the organisation, the individuals and their leadership development. This article seeks to make a contribution by exploringhowleadershipjobsharingcanoccurandsetsoutsomerecommendationsfortheadoption, negotiation and establishment of job share structures in the future.
AB - This article explores the opportunity that job sharing offers as a way of encouraging more women into senior management roles in the higher education sector. There is a scarcity of female leadership representation in the higher education context, in particular a lack of female leadership pipeline. The article examines the underlying influences that limit the representation of women in leadership roles. To address these contextual limitations the process of job sharing is offered as a possible solution for harnessing the skills and talents of women in leadership positions in higher education and enabling the development of a leadership pipeline. To illustrate how such job sharing could occur the article provides a detailed vignette of a job share between two senior women leaders within a single UK university context and the positive impact this had on the organisation, the individuals and their leadership development. This article seeks to make a contribution by exploringhowleadershipjobsharingcanoccurandsetsoutsomerecommendationsfortheadoption, negotiation and establishment of job share structures in the future.
KW - job sharing
KW - leadership
KW - women in higher education
KW - co-constructed autoethnography
U2 - 10.3390/socsci8070209
DO - 10.3390/socsci8070209
M3 - Journal article
VL - 8
JO - Social Sciences
JF - Social Sciences
IS - 7
M1 - 209
ER -