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How Job Sharing Can Lead to More Women Achieving Senior Leadership Roles in Higher Education: A UK Study

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Article number209
<mark>Journal publication date</mark>5/07/2019
<mark>Journal</mark>Social Sciences
Issue number7
Number of pages18
Publication StatusPublished
<mark>Original language</mark>English


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.