Women in leadership has become an increasingly popular area of research within the field of Educational Leadership and Management. As women hold more leadership roles and responsibilities in education it is increasingly important this subject is researched to enrich our understanding and knowledge of an area in which there have been silences. This research is a case study of a woman school leader in Namibia. The purpose was to explore the language she used and the impact of the discourses emerging from the text. The discourses are explained, described and interpreted through a critical discourse analysis to examine the discursive space and its relationship to the organisation. A feminist post-structural framework provided the basis for the critical orientation of this research. The findings of this study indicate that the leader occupied a discursive space of multiple positions that perpetuated and reproduced the school’s organizational structure and culture. The significance of this study lies in the possibilities for future research. The use of a poststructural framework to critically analyze discourses, combined with the use of leadership and management theory provided a means by which to explore and understand the multiple positions a woman leader takes up. By analyzing the discursive space in a discourse researchers are able to explore new ways of examining women and leadership in education.

The question of gender in leadership continues to be a contentious and poorly understood phenomenon. There seems general agreement that women do lead differently from men, and this study begins from that premise, focusing on a case in which leadership has traditionally been the domain of females. The case was chosen for its uniqueness, the assumption being that in these circumstances leadership may have developed particular characteristics. Following a qualitative approach (drawing on phenomenology), the study seeks to investigate how women leaders experience their roles as leaders. In-depth interviews made it possible for me to capture the perceptions and experiences of the three women leaders I interviewed. The study reveals that women are more inclined to use interactive styles of leadership. Women use leadership that is more participative, negotiative, cooperative, shared and collaborative. These characteristics are in line with the features of transformational leadership which differs from the more traditional transactional leadership that is more controlled and directive. The study has also shown that leadership develops from within the person of the leader as the leader is the one who spearheads the organization through vision, ideas, beliefs andassumptions. The findings of this study suggest thus that unless women are given chances to prove how they can lead, this new approach of leadership within them and that is required by modern organizations would be lost and leadership would remain relatively unchanged and undesirable. In the context of Namibia, this study should be of potential significance because of the rapid change that is taking place in the inclusion of women in leadership and management positions in education.