When a panel of distinguished scholars gathered at the University of Professional Studies, Accra (UPSA), in an atmosphere marked by reflection and quiet conviction, attention turned to a subject often left unspoken yet deeply felt: the invisible rules that shape women’s journeys through academia and, by extension, the modern workplace.
Convened by the Department of Business Administration in collaboration with the Women’s Executive Office of UTAG-UPSA, the dialogue moved beyond academic theory into lived experience, offering insights that resonate far beyond lecture halls. At stake is not only the experience of women in academia, but the very foundations upon which leadership, organisational culture, and professional development are built.
These ‘unspoken rules’ are far from static. As Professor Kris Marsh of the University of Maryland reflected, “the rules change,” requiring a constant recalibration of identity, expectations, and performance. Rather than be confined by these shifting standards, she described a deliberate choice to embrace “multiple identities,” positioning academia as just one dimension of a fuller, more balanced life.
That philosophy finds practical expression in what she calls “Mental Health Monday”, a conscious pause to prioritise self. Framed as a day for “doing all of the things that I want to do,” the practice speaks to a growing rethinking of productivity, where rest and reflection are not indulgences but essential inputs into sustained performance. In today’s business environment, such thinking aligns with a heightened recognition that well-being is central to efficiency, innovation, and leadership effectiveness.
Building on this, Professor Candace M. Moore highlighted the importance of “protecting your peace,” even as individuals pursue demanding and often purpose-driven careers. Even as she observed that academia was historically “not made for women,” she pointed to a quiet transformation taking place, one where presence itself becomes a form of progress. Within that space, she noted, there remains “joy in the work,” a reminder that fulfilment and impact can coexist with challenge.
From a local perspective, Professor Helen Arkorful of UPSA drew attention to the Ghanaian context, where gender expectations continue to shape professional experiences. Women in male-dominated spaces, she observed, are often expected to “man up,” navigating pressure with resilience while still delivering results. Her response has been both strategic and instructive: through delegation, she creates room not only for efficiency but for sustainability, ensuring that leadership does not come at the cost of personal well-being.
This approach highlights an organisational truth, that strong systems are not dependent on individuals alone, but on the ability to distribute responsibility, build capacity, and maintain continuity.
Prof. Natalie Williams, author and lecturer, highlighted how balance and intentionality shape professional excellence. Juggling her roles as a professor, keynote speaker, and author, she emphasised the importance of clear boundaries and focused time to ensure meaningful impact, describing her approach as “continuing to cultivate different identities” that all contribute to positively influencing students. She also prioritises daily restoration, carving out time ‘to spend on myself,’ whether through exercise or brief moments to recharge, stressing that well-being is central to sustainable professional achievement.
Across the discussion, a unifying thread emerged, boundaries as both a personal discipline and a professional necessity. Whether through dedicated time for rest, intentional disengagement from work, or clearly defined expectations, the message was clear: sustainable success cannot be built on exhaustion. There is, as one speaker observed, “no award for being the most burnt out.”
These insights carry significant implications for the business community. Academia does not operate in isolation; it shapes the thinking, values, and capabilities of future leaders. The experiences of women within these spaces therefore ripple outward, influencing how organisations approach inclusion, talent management, and workplace design.
Confronting the ‘unspoken rules’ requires more than restoring equilibrium; it calls for workplaces that nurture both fairness and professional growth. It is about reimagining systems, academic and corporate alike, so that they enable individuals to thrive fully. In doing so, institutions position themselves not only as places of work, but as environments where purpose, performance, and well-being are meaningfully aligned.
