ABSTRACT
The use of feminist rhetorical strategies, as well as a constant and careful reflection on how our own understanding of ethical dilemmas weighs on our duties as leaders, can bolster our ability to do needed work within gendered systems of oppression. Dynamic shifts in personnel, enrollment, and the attitudes and actions of those in upper administration toward faculty in different ranks will inevitably put the feminist leader in the uncomfortable position of negotiating to achieve decisions that affect colleagues. Many of author's publications concern feminist and women's discourses, and she do her best to speak up for our untenured and non-tenure track faculty. Barbara Tomlinson explains that political and academic discourse "abounds with a recurring set of formulaic claims that feminist scholars are angry, unreasoning, shrill, humorless, ugly, man-hating, perverse, and peculiar". She should note that her thinking on feminist academic leadership has been cultivated by feminist theory in a variety of areas, particularly French feminist thought.
