@article {3517,
	title = {Continuity amongst change? A cross national study of gender and higher education},
	journal = {Gender in Management: An International Journal},
	year = {In Press},
	author = {Teresa Carvalho and K. White and Pat O{\textquoteright}Connor and M. L. Machado-Taylor}
}
@inbook {Machado2017,
	title = {The exceptionalism of women rectors: A case study from Portugal},
	booktitle = {Gendered success in higher education: Global perspectives},
	year = {2017},
	pages = {111-131},
	publisher = {Palgrave Macmillan},
	organization = {Palgrave Macmillan},
	address = {London},
	author = {Teresa Carvalho and M. L. Machado-Taylor},
	editor = {K. White and Pat O{\textquoteright}Connor}
}
@inbook {Cardoso2016,
	title = {Gender in higher education: A critical review},
	booktitle = {The Palgrave international handbook of higher education policy and governance},
	year = {2015},
	pages = {569-584},
	publisher = {Palgrave Macmillan},
	organization = {Palgrave Macmillan},
	address = {London},
	author = {Pat O{\textquoteright}Connor and Teresa Carvalho and A. Vab{\o} and S{\'o}nia Cardoso},
	editor = {Huisman, Jeroen and H. de Boer and D. Dill and M. Souto-Otero}
}
@article {4076,
	title = {Different or similar: constructions of leadership by senior managers in Irish and Portuguese universities},
	journal = {Studies in Higher Education},
	volume = {40},
	year = {2014},
	month = {04 Jun 2014},
	pages = {1679-1693},
	chapter = {1679},
	abstract = {<p>Despite over 60 years of research on leadership, few attempts have been made to ensure that the models of leadership are inclusive of women or other {\textquoteleft}outsiders{\textquoteright}. This paper explores variation in the constructions of leadership at a time of institutional change in higher education. Drawing on a purposive sample, including those at presidential/rector, vice presidential/vice rector level in Irish and Portuguese universities, it compares and contrasts such senior managers{\textquoteright} conceptions of leadership, as reflected in their descriptions of a typical president/rector and those characteristics that they see as valued in senior management in their own university. Attention is particularly focussed on the identification and gendering of collegial/managerial characteristics, and the extent to which it reflects variation in these university contexts.</p>
},
	keywords = {Gender, higher education, Ireland, leadership, Portugal},
	doi = {https://doi.org/10.1080/03075079.2014.914909 },
	url = {https://www.tandfonline.com/doi/full/10.1080/03075079.2014.914909},
	author = {Pat O{\textquoteright}Connor and Teresa Carvalho}
}
@article {4078,
	title = {The experiences of senior positional leaders in Australian, Irish and Portuguese universities: universal or contingent?},
	journal = {Higher Education Research and Development},
	volume = {33},
	year = {2014},
	month = {31 Jan 2014},
	pages = {5-18},
	chapter = {5},
	abstract = {<p>This article is concerned with the extent to which the leadership of higher education is a universally positive or contingent experience. It draws on comparative data from semi-structured interviews with those in senior leadership positions in public universities in Australia, Ireland and Portugal, countries which are differently located on the collegial/managerial continuum. It looks at their perceptions of the advantages/disadvantages of these positions. Universal trends emerge, arising from difficulties created by the shortage of resources consequent on neo-liberalist pressures; from the non-viability of a managerialist discourse as a source of meaning; from the positive character of the university as a knowledge-generating organisation; and from the gendered satisfactions derived by men and women from occupying these senior leadership positions. Contingent trends include the tension between academic and managerial roles, which is strongest in the Portuguese collegial structures; while the negative impact on personal well-being is most apparent among the Australian respondents in the most managerialist structure. The paper concludes that assumptions that senior leadership positions are universally positive is not supported. It suggests that the attractiveness of these positions {\textendash} contested in a collegial structure {\textendash} may be further reduced in increasingly managerialist contexts, with the challenge of diversity, so important to innovation and economic growth, being particularly acute.</p>
},
	keywords = {contingent, Gender, leaders, universal, universities},
	doi = {https://doi.org/10.1080/07294360.2013.864608},
	url = {https://www.tandfonline.com/doi/full/10.1080/07294360.2013.864608},
	author = {Pat O{\textquoteright}Connor and Teresa Carvalho and Kate White}
}
@article { machado2009,
	title = {Gender and management in HEIs: Changing organisational and management structures},
	journal = {Tertiary Education and Management},
	volume = {15},
	number = {3},
	year = {2009},
	pages = {241-257},
	author = {{\"O}zkanli, O. and M. L. Machado-Taylor and K. White and Pat O{\textquoteright}Connor and S. Riordan and J. Neale}
}
