TY - JOUR T1 - Continuity amongst change? A cross national study of gender and higher education JF - Gender in Management: An International Journal Y1 - In Press A1 - Teresa Carvalho A1 - K. White A1 - Pat O'Connor A1 - M. L. Machado-Taylor ER - TY - CHAP T1 - The exceptionalism of women rectors: A case study from Portugal T2 - Gendered success in higher education: Global perspectives Y1 - 2017 A1 - Teresa Carvalho A1 - M. L. Machado-Taylor ED - K. White ED - Pat O'Connor JF - Gendered success in higher education: Global perspectives PB - Palgrave Macmillan CY - London ER - TY - CHAP T1 - Gender in higher education: A critical review T2 - The Palgrave international handbook of higher education policy and governance Y1 - 2015 A1 - Pat O'Connor A1 - Teresa Carvalho A1 - A. Vabø A1 - Sónia Cardoso ED - Huisman, Jeroen ED - H. de Boer ED - D. Dill ED - M. Souto-Otero JF - The Palgrave international handbook of higher education policy and governance PB - Palgrave Macmillan CY - London ER - TY - JOUR T1 - Different or similar: constructions of leadership by senior managers in Irish and Portuguese universities JF - Studies in Higher Education Y1 - 2014 A1 - Pat O'Connor A1 - Teresa Carvalho KW - Gender KW - higher education KW - Ireland KW - leadership KW - Portugal AB -

Despite over 60 years of research on leadership, few attempts have been made to ensure that the models of leadership are inclusive of women or other ‘outsiders’. This paper explores variation in the constructions of leadership at a time of institutional change in higher education. Drawing on a purposive sample, including those at presidential/rector, vice presidential/vice rector level in Irish and Portuguese universities, it compares and contrasts such senior managers' conceptions of leadership, as reflected in their descriptions of a typical president/rector and those characteristics that they see as valued in senior management in their own university. Attention is particularly focussed on the identification and gendering of collegial/managerial characteristics, and the extent to which it reflects variation in these university contexts.

VL - 40 UR - https://www.tandfonline.com/doi/full/10.1080/03075079.2014.914909 IS - 9 ER - TY - JOUR T1 - The experiences of senior positional leaders in Australian, Irish and Portuguese universities: universal or contingent? JF - Higher Education Research and Development Y1 - 2014 A1 - Pat O'Connor A1 - Teresa Carvalho A1 - Kate White KW - contingent KW - Gender KW - leaders KW - universal KW - universities AB -

This article is concerned with the extent to which the leadership of higher education is a universally positive or contingent experience. It draws on comparative data from semi-structured interviews with those in senior leadership positions in public universities in Australia, Ireland and Portugal, countries which are differently located on the collegial/managerial continuum. It looks at their perceptions of the advantages/disadvantages of these positions. Universal trends emerge, arising from difficulties created by the shortage of resources consequent on neo-liberalist pressures; from the non-viability of a managerialist discourse as a source of meaning; from the positive character of the university as a knowledge-generating organisation; and from the gendered satisfactions derived by men and women from occupying these senior leadership positions. Contingent trends include the tension between academic and managerial roles, which is strongest in the Portuguese collegial structures; while the negative impact on personal well-being is most apparent among the Australian respondents in the most managerialist structure. The paper concludes that assumptions that senior leadership positions are universally positive is not supported. It suggests that the attractiveness of these positions – contested in a collegial structure – may be further reduced in increasingly managerialist contexts, with the challenge of diversity, so important to innovation and economic growth, being particularly acute.

VL - 33 UR - https://www.tandfonline.com/doi/full/10.1080/07294360.2013.864608 IS - 1 ER - TY - JOUR T1 - Gender and management in HEIs: Changing organisational and management structures JF - Tertiary Education and Management Y1 - 2009 A1 - Özkanli, O. A1 - M. L. Machado-Taylor A1 - K. White A1 - Pat O'Connor A1 - S. Riordan A1 - J. Neale VL - 15 ER -