Diversity, Democratisation and Difference: Theories and Methodologies. Lost Leaders: Women in the Global Academy. Professor Louise Morley. Centre for Higher Education and Equity Research (CHEER ) University of Sussex, UK. http://www.sussex.ac.uk/education/cheer.
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Professor Louise Morley
Centre for Higher Education
and Equity Research (CHEER)
University of Sussex, UK
(Bagilhole and White, 2011; Davis, 1996).
(Guillaume & Pochic, 2009)
Norm-saturated (essentialised) policy narratives
British Council Research
East Asia and MENA
Counting more women into existing systems, structures and cultures =
an unquestioned good.
(Morley, 2012, 2013, 2014)
Employment/ Opportunity Structures
(Cross & Goldenberg, 2009)
Evolution of Managerialism?
(O’Reilly and Reed, 2010, 2011).
Barad’s (2007) theory of ‘intra-action’
Leaders made via power relations/ politics of difference.
Ahmed’s (2010) theory of happiness:
Leadership = sign of vertical career success.
Berlant’s (2011) theory of cruel optimism:
Leadership = normative fantasy and/or a bad object of desire .
(Corsun & Costen, 2001).
Women less likely to be:
Women likely to be:
(Leitner and Wroblewski, 2008)
(Morley et al., 2006)
Research Grants - funders should monitor the percentage of applications and awards made to women and to actively promote more women as principal investigators. The applications procedures should be reviewed to incorporate a more inclusive and diverse philosophy of achievement. Gender implications and impact should also be included in assessment criteria.
Journals- Editorial Boards, and the appointment of editors, need more transparent selection processes, and policies on gender equality e.g. to keep the gender balance in contributions under review.
Data- a global database on women and leadership in higher education should be established.
Development- more investment needs to be made in mentorship and leadership development programmes for women and gender needs to be included in existing leadership development programmes.
Mainstreaming - work cultures should be reviewed to ensure that diversity is mainstreamed into all organisational practices and procedures.Manifesto for Change: Accountability, Transparency, Development and Data
Women Are Not/ Rarely
Entering middle management.
Often located on career pathways that do not lead to senior positions.
Burdened with affective load:
being ‘other’ in masculinist cultures
navigating between professional and domestic responsibilities.
Hearing leadership narratives as unliveable lives
Often perceiving leadership as loss.
Be more than discursive performances/repetitions of:
of new public governance/austerity/HE reform narratives?