Gender gap in university authorities: Cultural masculinisation of institutions as a barrier to women’s access to managerial positions
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Abstract
For the last thirty years, we observe constant yet poorly coordinated changes in Poland’s higher education. The changes result from national demographic, along with social and economic determinants. Moreover, the changes result from the impact of external factors [Antonowicz 2015, Wnuk-Lipińska 1996]. First, the public policy towards higher education institutions – especially typical universities – focuses on the problem of institutional effectiveness and related science funding regulations, Polish universities’ participation in global competition, along with legal and institutional infrastructure and organisational culture adequate to new challenges [Jabłecka 2002, Kwiek 2010]. The direction of reforms in Polish science led to multiple fundamental changes in staff recruitment mechanisms (open competitions) research funding mechanisms (grant system and institutional evaluation), student education (courses accreditation), and academic career, i.e. the gradual abandonment of hierarchy in favour
of scientific results. We notice changes in almost every sphere of universities’ functioning, but in one of those spheres changes occur unusually slow, by which I mean the management structure analysed from the viewpoint of women and men in managerial positions. This article’s goal involves the identification of barriers that limit women’s access to the highest managerial positions at universities. In particular, I will elaborate the institutional barriers, according to both the subject literature and results of qualitative research that involved seventeen women: female rectors and vice-rectors of the 2016–2020 term of office. (fragment of text)
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