International Journal For Multidisciplinary Research

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Revisiting Pathways of Women in Educational Leadership through Feminist Theoretical Framework: A Systematic Review

Author(s) Mr. Sushovan Sen, Dr. Sunandita Bhowmik
Country India
Abstract This article presents a systematic review of women's leadership in higher education in India through a feminist theoretical lens using PRISMA. Although women's participation in academia has grown considerably, their representation in senior leadership positions remains disproportionately low. Drawing on empirical studies published in Scopus, the review examines both the enabling conditions and structural barriers that shape women’s leadership trajectories. Thematic analysis identified five key themes, such as (i) representation and visibility; (ii) Intersectional Barriers and Structural Constraints; (iii) Institutional Enablers: Mentorship, Policy, and Support Structures; (iv) Individual Factors: Motivation, and Self-Belief; (v) Redefining Leadership through Feminist Values. The analysis is informed by feminist theories, including ‘Intersectionality’ (Crenshaw, 1989), ‘Existential feminism’ (de Beauvoir, 1949), ‘Performativity’ (Butler, 1990), ‘Liberal feminism’ (Wollstonecraft, 1792), and ‘Role congruity theory’ (Eagly & Karau, 2002). Findings reveal that patriarchal structures, caste hierarchies, regional disparities, and familial expectations restrict women’s leadership opportunities. Yet, women leaders actively resist these constraints, advancing feminist values of collaboration, inclusivity, care, and collective authority. Policy interventions have emerged as critical enablers with affirmative action. The review concludes that achieving gender-equitable leadership requires systematic reforms, transparent recruitment, intersectional accountability, and embedding feminist values into governance.
Keywords Women in Leadership, Indian Higher education, Feminist theory, Systematic review, Indian Higher Education policy
Field Sociology > Education
Published In Volume 7, Issue 6, November-December 2025
Published On 2025-12-07
DOI https://doi.org/10.36948/ijfmr.2025.v07i06.62856
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