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The Implications of Contractual Terms of Employment for Women and Leadership: An Autoethnographic Study in UK Higher Education

Author

Listed:
  • Anne Vicary

    (Institute of Education, University of Reading, Reading, Berkshire RG1 5EX, UK)

  • Karen Jones

    (Institute of Education, University of Reading, Reading, Berkshire RG1 5EX, UK)

Abstract

This article is concerned with the implications of casual, non-permanent forms of employment that have become a common cultural practice in higher education. It proposes that contractual terms of employment have important implications for women and leadership in higher education, since to pursue leadership, usually one must first gain permanency in an organization, in contractual terms. Based on an autoethnographic study by a female academic in a UK higher education institution, the article illustrates that temporary forms of employment, should they be protracted, can stifle leadership aspirations due to lack of career progression opportunities and lead to a sense of alienation from the target community of practice, and even to personal difficulties, such as feelings of isolation and poor self-esteem. The article discusses theoretical and practical implications for women’s leadership arising from the findings and makes recommendations for improvements in practice in the higher education sector. The findings and recommendations from this study will also be relevant to other organizational contexts where casual or temporary, fixed term, zero-hours non-permanent forms of employment are common.

Suggested Citation

  • Anne Vicary & Karen Jones, 2017. "The Implications of Contractual Terms of Employment for Women and Leadership: An Autoethnographic Study in UK Higher Education," Administrative Sciences, MDPI, vol. 7(2), pages 1-14, June.
    • Handle: RePEc:gam:jadmsc:v:7:y:2017:i:2:p:20-:d:101423
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    References listed on IDEAS

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    1. Steve Kempster, 2009. "How Managers Have Learnt to Lead," Palgrave Macmillan Books, Palgrave Macmillan, number 978-0-230-23474-1, December.
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    Cited by:

    1. Mónica Segovia-Pérez & Pilar Laguna-Sánchez & Concepción de la Fuente-Cabrero, 2019. "Education for Sustainable Leadership: Fostering Women’s Empowerment at the University Level," Sustainability, MDPI, vol. 11(20), pages 1-14, October.
    2. Dominika Bak-Grabowska & Anna Cierniak-Emerych & Szymon Dziuba & Katarzyna Grzesik, 2021. "Women Working in Nonstandard Forms of Employment: Meeting Employee Interests," European Research Studies Journal, European Research Studies Journal, vol. 0(3B), pages 299-324.
    3. Karen A. Longman, 2018. "Perspectives on Women’s Higher Education Leadership from Around the World," Administrative Sciences, MDPI, vol. 8(3), pages 1-6, July.

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    1. Emma Watton & Sarah Stables & Steve Kempster, 2019. "How Job Sharing Can Lead to More Women Achieving Senior Leadership Roles in Higher Education: A UK Study," Social Sciences, MDPI, vol. 8(7), pages 1-18, July.

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