Authors: Ummu Markwei, Esther Julia K. Attiogbe, Rejoice Esi Asante, Marijke Akua Adobea Okyireh, and Joseph Edmund Fleischer
Leadership Dynamics Among Women in Academia
Women are increasingly occupying leadership positions in Ghana’s public universities, raising expectations of mentorship and support for other women. However, the experiences of female academics working under women leaders are far from uniform. While some describe positive, empowering relationships, others report tension and disappointment, showing that female leadership alone does not guarantee inclusive or supportive workplaces. This study examines how female academics experience the leadership styles of women leaders in Ghanaian universities. The authors highlight contrasting leadership behaviours, ranging from transformational and empathetic leadership to demotivating and unsupportive practices associated with the Queen Bee phenomenon.
Leadership Styles: Empowerment or Distance
Some women leaders were praised for adopting transformational leadership styles, motivating, mentoring, and encouraging younger academics to grow professionally. These leaders often created safe spaces for dialogue and confidence-building. In contrast, other leaders were perceived as distant, overly rigid, or unsupportive, leading to strained working relationships and reduced morale among subordinates.
Culture, Age, and Hierarchy at Work
Socio-cultural norms strongly influenced leadership dynamics. Traditional expectations around age, seniority, and respect shaped how authority was exercised and received. Younger women academics often felt talked down to by older female leaders, while marital status and social expectations sometimes affected how women were treated within academic spaces.
Work–Life Pressures and Caregiving Burdens
Balancing academic work with family and caregiving responsibilities emerged as a major challenge. Both women leaders and their subordinates struggled with heavy workloads and limited institutional flexibility. While some leaders showed empathy and offered accommodations, others shifted their pressures onto subordinates, intensifying stress and dissatisfaction.
Sisterhood or the ‘Queen Bee’ Effect
The study revealed both solidarity and rivalry among women in academia. In some cases, women leaders actively supported and uplifted other women, fostering mentorship and collective progress. In others, competitive or dismissive behaviours, often described as the “Queen Bee” phenomenon, undermined collaboration and reinforced existing inequalities.
The Role of Exposure and Experience
Women leaders with international education or broader professional exposure were widely seen as more inclusive and supportive. Their leadership styles reflected collaborative academic cultures, suggesting that exposure to global practices can positively shape leadership behaviour within Ghanaian universities.
Beyond Numbers: What Institutions Must Do
The findings suggest that increasing the number of women in leadership is not enough. Universities must invest in leadership training that emphasizes emotional intelligence, mentoring, and gender-sensitive management. Institutional policies should also support work–life balance and challenge cultural norms that limit women’s advancement.
Full article can be retrieved from: Women at a glance! A qualitative study of the experiences of female academics working with women leaders in Ghanaian universities – ScienceDirect
