From the time I was a little girl, my mom would drop me off at school and tell me to “be a leader today.” I had the pleasure of watching and learning from the best, as my mom herself embodied these words as a college professor. My early years growing up on a college campus, watching my mom at work, have without a doubt inspired me to pursue the path that I am on now. However, nothing could have truly prepared me for the reality of leading as a young woman when I was elected as the President of the Student Government Association at Indiana University of Pennsylvania (IUP), a role that I held for two terms (2021-2024).
By the time my first term started, I was just 19 years old and leading the official representative body of IUP’s undergraduate population of more than 7,000. In the same year, I was appointed to the Pennsylvania State System of Higher Education Board of Governors, as just one of three student members representing roughly 83,000 students attending universities in the Pennsylvania state system. My journey in leading in higher education over the past six years has been one of incredible ups and downs—from learning how to navigate self-doubt in an atmosphere dominated by status quo leadership, to finding the strength to make my own way of leading. In the Women Emerging expedition, I have certainly found that I am not alone in this journey.
Reframing Leadership through the expedition
Institutions of higher education are so often embedded in tradition. The “we have always done it this way” mentality, coupled with hierarchical systems of governance, make it an intimidating space to enter as a young leader. The 4Es (Essence, Elements, Expression, and Energy) have made me question status quo and hierarchy and have given me a source of understanding for my own approach to leadership in spaces so often dominated by such characteristics.
About Essence
I found a deep connection to the idea of Essence, particularly in motherness. I have always had a very strong instinct to protect, provide structure to a team or environment, and to do so in a way that is kind, empathetic, and in many ways, uniquely feminine. In spaces dominated by status quo, and so often accustomed to more male-centric ideas of leadership, I have often feared that these core pieces of my being have translated to weakness. The expedition has eliminated this fear for me. Being kind and empathetic in leadership is not weak. These ideals, rooted in the idea of motherness, bring compassion and care to spaces that so badly need them.
About Elements
I learned very early on in my leadership journey that female leaders are so often assigned different expectations than men. I can recall a time in my first term as president, when a member of the organization told me that I “smiled and laughed too much” during our meetings. These words have stuck with me for many years, and I have spent more time than I would like to admit thinking about whether the same thing would have been said to a man. The expedition has brought light to these expectations so often assigned to us, and the delicate balance of leadership elements that seem so opposite—serious and fun, quiet and loud, strong and vulnerable.
About Expression
Bringing compassion, empathy, and in many cases, fun, to environments where I lead is a staple of my Expression. Throughout my leadership in the Student Government Association, I made practical efforts to transform the environment; from rigid to collaborative. I have found that the best work is born in environments that balance task and socio-emotional relationships.
About Energy
I would be lying if I said it wasn’t difficult to maintain and sustain Energy in higher education leadership environments that can be both high-responsibility and high-stakes. When I ran for president, I knew that I would be expected to lead weekly meetings and guide the general direction of the organization and our priorities. However, it was unexpected responsibilities that arose that could be draining to the Energy I bring as a leader. When crisis erupted on campus or when students came forward with serious and timely issues to be addressed, I was expected to be the spokesperson for the organization and be strong in the face of uncertainty. As a leader, we can expect the “known” to influence our Energy, but we must also account for the “unknown” that so often drains our Energy. In my time in leadership, I have found the profound need for self-care. To show up for others, we must first show up for ourselves.
Key Takeaway: Authenticity
Above all, the Women Emerging expedition has shown me the beauty in authenticity. As young female leaders, society encourages us to conform to the status quo and conduct ourselves in the way that leadership has traditionally been practiced. In my experiences and in this expedition, I have learned that tradition sometimes needs reframed to reflect our authentic selves.
About the Author
Abigail Hancox, from Albion, PA, U.S.A., is currently an Explorer on the Higher education expedition with Women Emerging 2024 graduate of Indiana University of Pennsylvania. She holds a bachelor’s degree in Political Science and is a graduate of the Robert E. Cook Honors College. Abigail is pursuing master’s degrees in Public Affairs and Student Affairs in Higher Education, and is an Academic Success Coach at the IUP Academic Advising Center. She has served as a member of the Pennsylvania State System of Higher Education Board of Governors since 2022. Abigail is a James A. Finnegan Fellow and is dedicated to public service and advocating for public education in the state of Pennsylvania.
One Comment
Reading this really resonated with me, especially your reflection on leading at a young age in spaces shaped by tradition and hierarchy. I relate deeply to the tension you describe between stepping into leadership roles while still navigating expectations of what a leader “should” look like. Thank you for sharing this so openly. It is a powerful reminder that authenticity is not something we grow into after leadership, it is something we must lead with.