The reflection research for this project represented a
change in method for each author. They were trained
in disciplines with more structured, strictly detailed
research procedures designed to ensure reliable and
valid results. The study of oneself was not considered
sufficiently “scientific” or objective due to concerns
about sample bias, biased perceptions, and the limited
generalizability of findings. Clearly, more scientific
approaches are important and much needed in the study
of academic leadership that employs larger, carefully
selected, representative samples. However, the authors
believed that careful, systematic self-reflection and
analysis also yields insights valuable for understanding
one’s own career and guiding and mentoring others.
Those in similar roles and contexts also may find themes
that emerge from reflection research, which is a useful
guide for their own professional development. The
writers were struck by the many common themes that
emerged from the independent reflections, suggesting
much commonality in their experiences.
Not only have their experiences been similar and the
take-aways much the same, a common understanding
has been developed through leadership in many types
of higher education administrative roles — program
director, department chair, dean, associate vice provost,
vice provost, and provost — at different types of
institutions: land grant, aspiring, Research 1, urban
Hispanic-serving, and research-intensive. The results
suggest that gender may be a more important patterning
variable in careers than organizational context. Future
research is needed that is designed to systematically
compare the experiences of female leaders in various
types of academic institutions in order to inform how
gender impacts leadership experiences and outcomes in
different institutional contexts. The conclusion of this
project brought more self-awareness and confidence in
the ability to serve as effective mentors for future female
administrators in a range of roles and contexts.