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This chapter examines the intersection of women’s professional and personal lives in educational leadership. Using a scoping review, we evaluate the literature to obtain insights into the challenges and strategies associated with achieving a work–life balance among women in leadership roles in the education sector. Women leaders in this sector face the specific challenges of societal expectations, organisational constraints, and gendered family responsibilities. These barriers can hinder their career progression and negatively affect their overall wellbeing. The scoping review highlights significant enablers such as flexible work schedules, beneficial legislation, mentorship from seasoned professionals, and a conducive organisational climate. Flexible work arrangements, such as telecommuting and flexible scheduling, are acknowledged as essential for empowering women to efficiently balance the demands of their professional and family lives. For women’s empowerment in leadership roles, there is a need for beneficial policies such as paid maternity leave and childcare support, as well as other workplace practices that centre on the needs of families. Women also derive advantages from mentorship and networking opportunities, through which they can acquire crucial support and guidance in navigating their careers and maintaining a healthy work–life balance. Moreover, fostering an organisational culture that prioritises and promotes equilibrium between work and personal life is crucial. This involves challenging traditional gender conventions and creating an environment in which individuals of all genders can actively seek leadership roles without having to sacrifice their personal lives. The chapter concludes by offering recommendations for educational institutions and legislators to create favourable environments for women aspiring to positions of leadership. By using these strategies, institutions can enhance the wellbeing and effectiveness of women in educational leadership, ultimately leading to a more diverse and inclusive educational leadership.

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Work–life Balance and Women’s Leadership in Education

  • 章节

  • 发表日期：

    2025年

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  • Oluwatoyin Ayodele Ajani

摘要

This chapter examines the intersection of women’s professional and personal lives in educational leadership. Using a scoping review, we evaluate the literature to obtain insights into the challenges and strategies associated with achieving a work–life balance among women in leadership roles in the education sector. Women leaders in this sector face the specific challenges of societal expectations, organisational constraints, and gendered family responsibilities. These barriers can hinder their career progression and negatively affect their overall wellbeing. The scoping review highlights significant enablers such as flexible work schedules, beneficial legislation, mentorship from seasoned professionals, and a conducive organisational climate. Flexible work arrangements, such as telecommuting and flexible scheduling, are acknowledged as essential for empowering women to efficiently balance the demands of their professional and family lives. For women’s empowerment in leadership roles, there is a need for beneficial policies such as paid maternity leave and childcare support, as well as other workplace practices that centre on the needs of families. Women also derive advantages from mentorship and networking opportunities, through which they can acquire crucial support and guidance in navigating their careers and maintaining a healthy work–life balance. Moreover, fostering an organisational culture that prioritises and promotes equilibrium between work and personal life is crucial. This involves challenging traditional gender conventions and creating an environment in which individuals of all genders can actively seek leadership roles without having to sacrifice their personal lives. The chapter concludes by offering recommendations for educational institutions and legislators to create favourable environments for women aspiring to positions of leadership. By using these strategies, institutions can enhance the wellbeing and effectiveness of women in educational leadership, ultimately leading to a more diverse and inclusive educational leadership.