While the literature concerning female administrators in higher education indicates the critical role that mentors and role models play in contributing to women’s professional advancement, the relationship between mentorship and women’s attainment of senior leadership positions including the college presidency remain underexplored. The purpose of this study was to explore how women in key-line administrative positions to the presidency (e.g., academic dean, vice president, chief academic officer) and women presidents understood the role of mentoring relationships and role models in their career paths to leadership. This study employed a postmodern feminist theoretical framework and a feminist qualitative design to give voice to the unique and individualized ways university women in key-line positions to the presidency and women presidents made meaning of the influence of mentors and role models during their careers. Data collection involved 16 in-depth, semi-structured interviews with a criterion-based sample of 12 female key-line administrators and four presidents employed at universities located in the southeastern United States. The data analysis revealed four main themes related to: (1) the minimal role of mentors and role models; (2) gender dynamics characterizing participants’ role models and mentoring relationships; (3) mentoring moments with multiple and non-traditional mentors and role models; and (4) the benefits of mentors and/or role models. This study recognizes the participants’ complexity in their multiple identities and demonstrates women’s resourcefulness in seeking career guidance and social support from multiple sources including male and female mentors, role models, colleagues, friends, and family members.

The purpose of this research was to examine how learning space design and implementation of an active learning pedagogy based on the 5E Instructional Model influence university faculty’s teaching practices and students’ engagement. Faculty Fellows were recruited from a public, medium-sized university in the United States to teach courses, typically taught in a traditional classroom setting, in a new Active Learning Center (ALC) classroom.  The classroom was funded by a Steelcase® Education Active Learning Center Grant that provided innovative and dynamic classroom furnishings and technology that allowed mobility and flexibility for both instructors and students.  Quantitative and qualitative data were collected concurrently in this study.  The quantitative analysis results indicated that the ALC learning experience significantly improved students’ class participation and cognitive attentiveness, but had no effect on improving their meaningful processing of new information.  The qualitative analysis results, while providing new insights into the quantitative findings, revealed the faculty fellows’ changes and weaknesses in teaching practices and the mechanism of the ALC in supporting active learning. Implications of these findings and directions for future research are discussed.

The purpose of this chapter is to provide insight into the ways in which personal life roles such as mother, daughter, and/or spouse/partner influence the leadership aspirations of women holding senior university administrative positions (e.g., academic dean, vice president, provost). The chapter is informed by a postmodern feminist perspective and reviews literature related to pathways to the presidency, family considerations, gender roles, and geographic mobility. Findings from the literature are integrated with those of the dissertation of the second author. In keeping with a postmodern feminist perspective, the chapter concludes with recommendations for change in recruiting diverse women for higher education leadership.

A school leader's time is limited. Demands on time are increasing every day, and expectations on performance are at an all-time high. How can processes like collegial learning walks change a school into a dynamic learning organization? How can the leader help teachers engage students so that so that they are willing to persevere in spite of obstacles and gain confidence to be able to learn the content well enough that they can actually transfer what they learn to a different context on their own? This chapter will provide potential solutions for next generation leaders and will examine how the stages of learning can serve as the point of departure for processes that change school culture in meaningful ways as teachers and school leaders reflect on their pedagogical practice and on learning for everyone in the learning organization.

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