Examining the Lived Paradoxes of Women in Leadership in an Academic Culture.Report as inadecuate




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This self-inquiry study, by two untenured women faculty in leadership roles, attempted to identify and analyze internalized oppressive thinking and behavioral responses to specific institutional situations using Senge's (1990) theory of structural archetypes in organizations to uncover patterns underlying the identified responses. Data included journaling; field notes; notes taken during narrative, interview, and analysis sessions; extensive reading notes and memos; and memos of conversational exchanges with university colleagues. Examples are given of scenarios, problem situations, unintended consequences, and analyses illustrating the following structural archetypes: (1) "fixes that fail," a fix, effective in the short term, has unforeseen long-term consequences; (2)"shifting the burden," a short-term solution with immediate positive results but resulting in decreasing use of more fundamental corrective measures; and (3)escalation, a competitive situation in which each side is led to act more aggressively to re-establish its advantage. The paper concludes that the process allowed the authors to recognize how patterns of victim behavior come from an insistence on returning to past perfectionist strategies. (Contains 41 references.) (DB)

Descriptors: Action Research, Career Development, College Faculty, Conflict Resolution, Females, Higher Education, Individual Development, Leadership, Problem Solving, Qualitative Research, Self Evaluation (Individuals)











Author: Wesson, Linda H.; Hauschildt, Patricia M.

Source: https://eric.ed.gov/?q=a&ft=on&ff1=dtySince_1992&pg=10646&id=ED426652







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