Reed, D. & Reedman, A., (2020, October/Volume Five) Reactivity and Adaptability: Applying Gender and Age Assessment to the Leader Resilience Profile®. Frontiers in Education Journal. University of Nottingham, England.
Abstract
The current study utilizes feminist life course theory to examine the perspectives of women who have aspired or have entered into the superintendency in the United States. Life course theory suggests that our “role histories” often inform our choices about careers. The role histories reflect instantaneous responses to the social cues of our external world. Consequently, it offers opportunity to understand how patterns of socialization may impact real-life decisions over career possibilities (and impossibilities) and the historical conditions in which career decisions are made. Using survey responses from current and aspiring female superintendents (n = 133), we engaged in descriptive and inferential statistical analyses. We contextualized these findings further through the four principles of life course theory, historical time and place, timing in lives, linked lives, and human agency. Our findings indicate women’s perspectives on the accessibility of the superintendency have shifted as narratives around women’s executive leadership roles have also changed. Importantly, the women in this study view accessibility to the superintendency as a largely contingent decision – a strategic, individual-level assessment focusing on the favorability of district work conditions to their success as leaders. Simultaneously, we see where issues of social networking, leadership “tapping,” and district “fit” emerge as normative expectations for accessing leadership roles as well as the preferred conditions upon which such choices are made. This reflects an encouraging perspective shift in which women are focusing less on “feasibility” than on “fit.” We conclude by offering recommendations for practice.
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In this book, Patterson, Goens, and Reed draw upon resilience research and best practices to answer the question: ‘How can leaders move ahead in the face of adversity?’ This book benefits leaders who have confronted adversity in the past, struggle with adversity right now, or will likely encounter setbacks in the future. Leaders find concrete, how-to strategies for strengthening leadership skills in turbulent times in every chapter. Resilient Leadership for Turbulent Times aims to help leaders thrive in the face of adversity with the inclusion of the Leader Resilience Profile’ (LRP)_an instrument developed by Patterson and others to measure a leader’s resilience in twelve categories. Readers are invited to complete the LRP and then apply the strategies outlined in each chapter to strengthen their leader resilience.