An Understanding of Leadership Self-Efficacy Development and Paradoxes in the Trajectory of Asian American Women Leaders in Higher Education

• In Event: Professional Development in Higher Education Administration and Leadership

Abstract

Asian American women remain starkly underrepresented in leadership positions in higher education institutions, despite their presence in these spaces as faculty and staff. Drawing on social cognitive theory and intersectionality, we examine the distinct intersectional experiences of 13 Asian American women leaders in senior leadership roles at 4-year institutions, exploring their development of leadership self-efficacy through qualitative interviews. Key findings reveal the paradoxes that exist in Asian American women’s experiences through themes of double consciousness, stereotype negotiation, and the pivotal role of mentors and peer networks. This study contributes to research on educational leadership by illuminating the specific experiences of Asian American women, and offering insights and guidance for institutions and leaders committed to fostering more inclusive leadership pathways.

Authors

• Catherine L. Zhang, University of Pennsylvania

• Julie E. Wollman, University of Pennsylvania