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| Autor/in | Banker, Darshna Vaghela |
|---|---|
| Titel | Status of Women Leadership in the Indian Higher Education Sector |
| Quelle | In: International Journal of Educational Management, 37 (2023) 3, S.662-680 (19 Seiten)Infoseite zur Zeitschrift
PDF als Volltext |
| Zusatzinformation | ORCID (Banker, Darshna Vaghela) |
| Sprache | englisch |
| Dokumenttyp | gedruckt; online; Zeitschriftenaufsatz |
| ISSN | 0951-354X |
| DOI | 10.1108/IJEM-06-2022-0216 |
| Schlagwörter | Females; Leadership; Higher Education; Foreign Countries; Gender Differences; Family Work Relationship; Diversity; Equal Opportunities (Jobs); Barriers; India |
| Abstract | Purpose: In the two consecutive surveys conducted by the authors in 2015 and 2018, it was found that out of a total of 810 and 1008 Indian higher educational institutions, only 54 and 63 institutions (6.67 and 6.25%) were led by women, 725 and 934 institutions (89.51 and 92.7%) were led by men and 31 and 11 (3.83 and 1.1%) were reported to either have no information about their leaders or those posts were vacant (Banker and Banker, 2017; EduShine Report, 2015 and 2018). The current study is a follow-up attempt so that the knowledge around the status of women academic leaders in Indian higher education (2021) can be upgraded. This paper aims to discuss the aforementioned issue. Design/methodology/approach: The qualitative exploratory research approach was followed for conducting the study. Findings: It was found that out of the current total of 1151 Indian higher educational institutions, still only 110 (9.55%) are led by women, 1031 (89.57%) are led by men and for 10 institutions (0.86%) data on leadership is unavailable. Important contextual inferences have been made in the discussion section followed by the concentrated literature around the possible reasons for such low representation of women leaders in the global higher education sector. Research limitations/implications: One possible limitation of this study is that it does not provide an idea about why there is the highest women leadership in central institutions and the lowest in INIs. Taking the contextual factors into consideration, an extended exploration could have been made of different facilitators and barriers for each type of Indian HEI. The author invites future researchers to conduct this inquiry and come up with certain remedies, which is also one of the limitations of this study. Different enablers and disablers can be found through different primary and secondary research. Practical implications: Increased women leadership will bring diversity in the institutions' modus operandi and impact their culture in a great way. It is the prime responsibility of women to break the glass ceiling and come out of their shells. Family responsibilities contribute to their career stress in a great way, and women may balance their personal and professional lives by creating a sound support system in their family. Utilizing domestic help services will liberate them partially from their routine and unimportant duties. This will allow women to focus on more important work related to their careers. Trending nuclear families is also one of the major contributors to low women leadership; joint family pattern may benefit women to nurture and build their career keeping their sanity intact. Institutional decision makers and other stakeholders at work will be sensitized toward different barriers experienced by not only women leaders but also women in lower positions. Men at work across the levels are responsible for creating a more inclusive and conducive workplace for women. Inclusive workplace policies will render women equal opportunities and fair rewards. Ensuring unbiased and prejudice-free work culture will have a positive impact on the self-efficacy level of women which can be validated through their performance. Social implications: Slow and steady efforts consciously made by both men and women in the workplace for the betterment of women may progressively help overcome the social preconditioning at a macro level. Originality/value: All the studies reported in this paper have been sequentially conducted and are unique in the Indian higher education system. (As Provided). |
| Anmerkungen | Emerald Publishing Limited. Howard House, Wagon Lane, Bingley, West Yorkshire, BD16 1WA, UK. Tel: +44-1274-777700; Fax: +44-1274-785201; e-mail: emerald@emeraldinsight.com; Web site: http://www.emerald.com/insight |
| Erfasst von | ERIC (Education Resources Information Center), Washington, DC |
| Update | 2024/1/01 |
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