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.
