Beyond Success: the Care and Well-Being of Women Leaders

In recent decades, there has been a growing interest in health and well-being in the workplace, and the university is no exception. The university, as a social microcosm, reflects the power dynamics and gender roles in society. In Mexico, where patriarchal structures and traditional cultural norms still predominate in many sectors, women continue to face specific barriers that can affect their physical, emotional, and professional wellbeing. 

Studying the challenges and opportunities faced by women leaders in educational institutions was the aim of the recently published article The Level of Happiness and Its Relationship with Personal and Occupational Well-Being in Women Leaders at a Mexican University: An Exploratory Study” (Administrative Sciences, 2024), co-authored with Viviana Ortiz, director of Tecnológico de Monterrey, Campus Puebla and doctoral candidate, and José Carlos Vázquez, professor at the School of Humanities and Education and researcher at the Institute for the Future of Education, Tecnológico de Monterrey. This exploratory study contributes to a deeper understanding of the well-being of women in leadership positions in Mexico.

Through the application of a psychometric battery and statistical analysis, this work examined how these leaders manage their well-being in an environment that is simultaneously empowering and demanding. The psychometric tests assessed the well-being of women leaders from three dimensions: life satisfaction, job satisfaction, and happiness.

Life satisfaction

Life satisfaction refers to people’s overall assessment of their lives, encompassing aspects such as emotional well-being, mental and physical health, and perception of their personal achievements. For leaders who work in academic settings, life satisfaction is critical, since it influences their ability to manage stress, make effective decisions, and foster a positive environment.

In a university context, where demands are high, a satisfying personal life serves as a buffer against burnout. Women leaders also face structural barriers and gender biases that can affect their well-being. Therefore, a high level of personal satisfaction provides them with emotional and psychological tools to remain resilient and effective.

Job Satisfaction

This dimension includes perceptions of the work environment, tasks performed, and work relationships. Satisfaction not only improves the performance of women leaders, but also translates into more effective leadership and a healthy academic environment.

In universities, where the synergy between administration, faculty, and students is crucial, the job satisfaction of leaders has a direct impact on the community’s morale and efficiency. For women, job satisfaction also facilitates the promotion of a culture of equality and diversity, since, by being satisfied, they can act as role models for other women, fostering an inclusive, motivating climate.

Happiness is key to well-being

Understood as an experience of satisfaction and fulfillment, happiness is fundamental to overall well-being. This state is associated with positive emotions and a sense of purpose, which reinforces both mental and physical health. In the workplace, employee happiness fosters greater commitment, productivity, and better interpersonal relationships, factors that are particularly valuable in educational institutions.

For women leaders, happiness acquires an additional dimension, since gender influences their work experience as they face differentiated expectations and the need to negotiate their role in historically male-dominated structures. A happy leader not only manages to improve her personal and professional well-being, but also becomes a role model for future generations, demonstrating that it is possible to balance an enriching personal life with professional challenges.

The theoretical bases of well-being

This work is based on different theoretical foundations. On the one hand, well-being is aligned with the theory of job resources and demands, which suggests that emotional balance and personal well-being can strengthen job performance. Furthermore, the strong identification of these leaders with their work role reflects work identity theory, in which professional success can be a motivator, but also a risk in times of uncertainty. Additionally, it highlights various workplace motivations that, according to person-job fit theory, are key to enhancing satisfaction and performance when they are aligned with job characteristics.

In practical terms, the study proposes that organizations implement flexible policies to balance the personal and work lives of women leaders, which would contribute to mitigating burnout and promoting mental health. It also emphasizes the importance of fostering support networks that recognize and value diverse work motivations, which can increase both job satisfaction and performance in leadership roles.

Finally, the study suggests conducting evaluations of specific work-life balance policies, as well as complementing the quantitative approach with qualitative studies to gain greater insight into the experiences of women leaders, thus strengthening support and improving organizational effectiveness.

The author is Academic Associate Dean.