Women at a glance! A qualitative study of the experiences of female academics working with women leaders in Ghanaian universities

This study explores the lived experiences of female academics working under the leadership of women in Ghanaian public universities. It investigates how socio-cultural dynamics, institutional structures, and leadership behaviours shape the perceptions, challenges, and relational dynamics between women in academia. Using a qualitative research design, data were collected through semi-structured interviews with eleven female academic staff members across three public tertiary institutions in Ghana. Thematic analysis was applied to uncover patterns in the participants' narratives. The study is grounded in psychological empowerment, social identity, transformational leadership, and intersectionality theories to deepen understanding of the interplay between gender, leadership, and social context. The findings reveal a spectrum of experiences influenced by cultural norms, age hierarchy, caregiving roles, and international exposure. While some women leaders exemplify transformational and empathetic leadership—nurturing a sense of sisterhood and empowerment—others exhibit Queen Bee behaviours marked by competitiveness, detachment, or unsupportiveness. Societal expectations of women's caregiving and professional roles contribute to relational strain and inconsistent mentoring outcomes. This study adds to the limited literature on female-to-female leadership dynamics in African higher education contexts. By focusing on the followers’ perspectives, it provides a nuanced understanding of intra-gender dynamics, challenging simplistic narratives about female solidarity or rivalry. The study highlights the need for leadership development programs that emphasize emotional intelligence, inclusive practices, and mentoring. Institutions should develop formal mentoring structures, adopt flexible policies to accommodate caregiving, and challenge cultural norms that hinder women's professional progression. Exposure to inclusive global leadership models is also recommended to enhance local leadership capacity. • Cultural norms hinder women's leadership in Ghana. • "Queen Bee" phenomenon affects female mentorship. • Socio-cultural factors shape leader-follower dynamics. • Empowering women enhances their academic careers. • Age/hierarchy and cultural norms shapes how leaders behave and re perceived. • Sisterhood fosters progress in academia.