Learning to deploy (in)visibility: An examination of women leaders’ lived experiences
研究了六位英国大学女性领导者如何从生活经历中学习部署（不）可见性，揭示了性别与权力在领导力学习中的作用，对管理教育者和研究者有参考价值。
This article focuses on women’s learning from their lived experiences of leadership. In an examination of how six women leaders at a UK University learn to deploy (in)visibility, I draw on conceptualisations of (in)visibility more commonly found in feminist research. These include surface ideas of (in)visibility as states of exclusion or difference due to a lack of women in leadership roles, and deeper ideas of how states of visibility and invisibility are maintained through power relations. I also refer to ideas on how (in)visibility operates and is produced and reproduced through organisational processes and practices. This analysis extends critical perspectives of leadership learning and development. Specifically, it adds to understandings of the tacit nature of social and situated learning through an articulation of the ways in which gender and power operate in women’s learning of leadership from experiences of (in)visibility. This article concludes by indicating further areas for research, including more developed understandings of women’s learning to think strategically from experience, examining the role of management educators in revealing women’s leadership learning and identifying methodologies to examine women leaders’ learning experiences.