Women’s Leadership Competencies in Mixed Gender and Single-Gender Environments

Frances V. Adjorlolo, Kathy A. Fisher, Friederike I. Habbel, Kyla B. King, Jillian L. Liota, Melissa R. Looney


This study looks at eight female student leaders enrolled at a large, coeducational, public research institution in the Midwest, who are also executive board members in on-campus organizations. The authors utilized interviews and self-assessments to identify perceived leadership competencies in these female positional leaders, who serve in single- and mixed-gender campus organizations, and further correlate the results with the Social Change Model of Leadership. The authors identified similarities and differences in competency, including stronger internal motivation among mixed-gender organization women and more efforts towards collaboration among women in single-gender organizations.

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