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            "note": "<p>From the Introduction:</p>\n<p>\"Each of us recognized the importance of 'naming' ourselves, but no one descriptor could portray the multiplicities of self that we felt constituted who we were or could express all the contradictions we experienced on a daily basis of simultaneously being teachers, learners, mothers, daughters, partners, administrators, workers, leaders, and indeed feminists.\" p1</p>\n<p>Quoting Judith Butler's \"Gender Trouble\": \"To be a woman in a masculinist culture is to be a source of mystery and unmeasurability for men.\" p3</p>\n<p>\"In particular, strong women are difficult and dangerous because they trouble dominant masculinities and modes of management by being different. Feminists are particularly disruptive because they seek social change to achieve gender justice. As both insiders (as managers) and outsiders (as women) in make dominated cultures, women in leadership are often positioned as change agents, and as such bear the brunt of organizational and personal anxieties.\" p3</p>\n<p>\"official texts, when they attend to gender equity at all, equate equity to getting more women into leadership positions. Such texts of reform also call upon the more optimistic accounts of postmodern educational workplaces as being about change, diversity, flexibility, teamwork, collaboration and consensus building. This not only deflects attention [a]way [sic] from wider issues of structured gender inequality, but also does not challenge dominant leadership discourses, practices and policies that tend to be more repressive than emancipatory for women. Instead, leadership is presented as the simplistic solution to complex educational problems rather than the means to a desired end.\" p5</p>\n<p>\"For feminists, focusing upon women and leadership means it is difficult to cast aside the very category we seek to critique. It means making women *the problem* in educational leadership rather than problematizing the concept of leadership itself relative to wider dominant power/gender relations.\" pp 5-6</p>\n<p>\"Failure to recognize the multiple dimensions of leadership within the various leadership paradigms that have proliferated in recent years means leadership is still viewed as something exceptional rather than everyday practice. This treatment of educational leadership as something different from what teachers do on a daily basis, I suggest, has deterred many women from assuming more formal leadership roles as they do not imagine their work as leadership.\" p6</p>\n<p>\"I ask: What are the material and discursive conditions that privilege particular readings of feminism, leadership and educational change at certain moments? What are the strategies women leaders and gender reformers have used most effectively at such times?\" p7</p>\n<p>&nbsp;</p>\n<p>Not enough time to read the rest of the text. Select quotes here:</p>\n<p>\"The gendered division of labour premised upon administration as a technology of the masculine and teching as a 'pedagogy of the feminine' was well founded early in Victorian educational history.\" [she's writing about educational system in Victoria, Australia] p38</p>\n<p>\"New paradoxes thus emerge for women teachers and leaders. The popular discourse of women's styles of leadershp - perceived to be more democratic, nurturant, supportive and collegial - gains credibility in this context. Women, traditionally depicted as possessing good people management skills, are seen to be an untapped source of leadership to be exploited. Yet women principals are also located by new discourses about women's inability to be good financial managers or entrepreneurs as well as old discourses about women's irrationality and lack of 'natural' authority. Furthermore, 'equal opportunity in this context comes to be reframed in terms of what it can do for management improvement, not in terms of what it can do to develop the conditions of social justice and democratic citizenship' (Burton 1991: 341).\" p38&nbsp; [quoting C Burton \"The Promise and the Price: Essays on Women and Organisations. Sydney: Allen and Unwin]</p>\n<p>\"Throughout the twentieth century, leadership has been continuously reinvented as <em>the</em> solution to political and management problems, rather than the means to democratically negotiated educational ends, through the effective schools literature of the 1970s, the 'visionary leadership of strong corporate cultures' of the 1980s, and now \"best practice' in the 1990s.\" p49</p>\n<p>\"Cultural feminism arose out of, and in antithesis, to liberal feminism (Ton 1989). Liberal feminism presumed that men and women were essentially the same and defined the problem as one of equal access to, and success in, neutral structures and processes. Cultural feminism's constructivist perspective saw organizations and knowledge, and therefore notions of merit and skill, as historically constructed to privilege men. In seeking to revalue women's experience, cultural feminism has particularly informed educational administration through the more theory of Carol Gilligan (1982), the ethics of care with the work of Nel Noddings (1992), and women's ways of seeing and knowing (Belenky <em>et al.</em> 1986). Whereas liberal feminism was premised upon a politics of access and success, largely from a gender stratification perspective, cultural feminism's constructivist perspective led to a focus upon how meanings frame decisions and actions as articulated through particular power relations in organizations. this facilitated a shift in feminist analysis in leadership away from individuals and structures to context and values...It also offered greater explanatory power for women's underrepresentation because it focused upon the exclusionary practices of hegemonic masculinist cultures and leadership; the seeming complicitness of subjugated groups in their own oppression; as well as providing an understanding of counter-hegemonic cultures and agency through notions of subjugated knowledges.\" pp52-53</p>\n<p>&nbsp;</p>\n<p>--- stopped reading p 54 had to return book, EZborrow</p>",
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            "note": "<p>\"by decentering white male concerns and activities as the central focal point of historical inquiry and by making gender a category fundamental to historical analysis, the way is paved for alternative viewpoints to enter the historical landscape.\" (6)</p>\n<p>\"The positivistic dualism between the rational and the emotional becomes a false dichotomy.\" (9)</p>\n<p>\"Some feminists make the case for validating the importance of emotions and values as a critical lens in research endeavors.\" (9)</p>\n<p>\"What is left out of consideration is the extent to which values and attitudes of the researcher also enter into the \"context of discovery,\" that part of the research process that asks questions and formulates specific research hypotheses.\" (9)</p>\n<p>\"Feminist epistemology and methodology directly affects feminist praxis.\" (14)</p>\n<p>\"Focusing on our positionality within the research process helps to break down the idea that research is the 'view from nowhere.'\" (16)</p>\n<p>Reflexivity: \"a process whereby researchers recognize, examine, and understand how their social background, location, and assumptions affect their research practice.\" (16-17)</p>\n<p>\"Feminist epistemologies and methodologies stress the importance of starting research from women's lives, and call for examining the lived experience as a mode of truth seeking.\" (22)</p>",
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            "pages": "630-639",
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            "journalAbbreviation": "Gender in Mgmt: Int J",
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            "dateAdded": "2015-09-02T21:26:19Z",
            "dateModified": "2015-09-02T21:26:19Z"
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]