2026 ACSA Women in School Leadership Forum

Women leaders are often encouraged to be resilient, but resilience is not meant to be built in isolation.


Educational leadership can be demanding, complex, and deeply personal work. This session creates space for honest reflection about the relationships that help women sustain their leadership over time and offers practical strategies for building stronger support systems that benefit both the leader and the communities they serve.


Learning Outcomes

1. Assess their current leadership support network
2. Participants will identify the relationships that currently provide challenge, encouragement, accountability, and advocacy—and where meaningful gaps may exist.
3. Recognize barriers that can weaken connection among women leaders
4. Participants will explore common dynamics such as isolation, comparison, perfectionism, competition, and unspoken expectations that can make authentic support more difficult.
5. Develop practical strategies to intentionally strengthen leadership sisterhood
6. Participants will leave with ideas and tools for building more intentional circles of trust and support within their schools, districts, and professional communities.

Leave with:

1. A practical framework for strengthening trusted professional relationships
2. Reflection tools they can use immediately within their own leadership journey
3. Concrete ideas for fostering stronger support networks among women in education

In today’s complex and fast-paced educational environment, leaders are expected to drive results, build culture, and navigate challenges; yet many are unprepared for the realities of leading through resistance, conflict, and change. This session explores what it truly means to lead with courage: confronting hard truths, engaging in difficult conversations, and making decisions that prioritize students over comfort.


Grounded in real-world leadership experience, this interactive session will unpack the essential practices of courageous leaders, including addressing toxicity, fostering trust through transparency, and building systems of accountability. Participants will reflect on their own leadership, engage in practical scenarios, and leave with actionable strategies to lead change with clarity and confidence.


This session goes beyond theory, focusing on the leadership moves that are often not taught in preparation programs, but are critical for creating strong, student-centered school communities.


Participants will leave with:

1. A practical framework for courageous leadership that supports leading difficult conversations, making decisive actions, and building trust within teams
2. Concrete strategies to address resistance and toxicity while maintaining a positive, student-centered culture
3. A personal action plan to immediately apply courageous leadership practices in their school or district setting

What happens when strong leadership, trust, and shared purpose align at the highest levels of a school system? This session highlights the partnership between a female Superintendent and an all-female Board of Education, anchored by a collaborative relationship with the Board President that is redefining governance and student-centered decision-making.

From the Superintendent’s hiring, district leaders established a culture grounded in transparency, mutual respect, and continuous communication. Through proactive dialogue, the Superintendent and Board President work together to address community concerns, prepare for challenging agenda items, and navigate controversial topics.

Their unified approach has enabled the district to successfully tackle complex issues, including the adoption of Ethnic Studies, the implications of Mahmoud v. Taylor, instructional program changes, race relations, and grading practices, all while keeping equity, integrity, and student success at the center of every decision.

Participants will gain practical strategies for strengthening Superintendent–Board partnerships, fostering trust, improving governance practices, and leading through complex issues with clarity and cohesion. This session provides actionable tools districts can immediately apply to build responsive leadership teams focused on unity, resilience, and meaningful progress.

Artificial intelligence is reshaping education, but the most powerful AI strategies are not tech-first, they are human-first. In this hands-on workshop, women school leaders will explore how to leverage AI tools to amplify their impact, reclaim time, and lead with greater intentionality. Through guided activities and real-world scenarios, participants will leave with practical AI skills they can use immediately, grounded in values, equity, and authentic leadership.

1. Identify 3 to 5 AI tools relevant to their leadership role (communication, planning, data, staff support)
2. Apply a human-centered framework for evaluating and integrating AI responsibly
3. Craft at least one AI-assisted workflow or resource to implement the following week

School systems cannot rely on chance to develop their next generation of leaders. Yet many districts promote strong educators into leadership roles without intentional preparation, coaching, or system alignment. This session provides a practical, scalable framework for building the capacity of aspiring leaders through distributed leadership, structured mentorship, and aligned professional learning.

Participants will explore how to design a leadership development pipeline that integrates instructional leadership, operational literacy, culture-building, and systems leadership. Drawing from real district implementation examples, the session will demonstrate how leadership capacity can be embedded into PLC structures, committee work, pathway initiatives, and emerging technology efforts rather than treated as an isolated program.

Attendees will leave with a replicable leadership pipeline model, sample structures for mentorship and coaching, and practical tools for identifying, developing, and sustaining aspiring leaders across roles.

What if the way leaders show up each day directly shapes whether students, staff, and families feel valued, heard, and empowered within a school community? This interactive session explores how internalized leadership habits, particularly those shaped by gendered expectations, can unintentionally influence school culture and limit belonging. Participants will engage with 10 high-impact leadership shifts designed to strengthen clarity, confidence, and presence while creating environments where all voices are genuinely elevated.


These shifts challenge common patterns many women leaders have been conditioned into, including waiting to feel ready before stepping into authority, seeking consensus before providing direction, over-explaining decisions, and prioritizing comfort over clarity. While well-intentioned, these habits can dilute leadership presence, create inconsistency, and unintentionally suppress student and staff voice. Through real-world scenarios and guided reflection, participants will identify where these patterns show up in their leadership and how they impact school culture.


Participants will leave with

1. a clear understanding of the 10 leadership shifts and how they influence belonging and voice.
2. They will gain practical strategies to make confident decisions, communicate with precision, and set clear expectations that foster inclusive environments where all stakeholders feel valued and empowered.

Schools are being asked to evolve at an unprecedented pace: strengthen instruction, respond to student mental health needs, increase engagement, redesign learning experiences, and prepare students for an uncertain future. Amidst this change, one essential question often goes unmeasured: How are the adults doing?

Fifteen districts partnered to better understand educator well-being, leadership, and labor-management collaboration as interconnected conditions that shape whether people thrive, stay, and lead forward together. Findings showed that educators with stronger collaboration and support were more likely to recommend their district as a workplace, remain in the profession, and report higher job satisfaction and well-being.

This session explores how collaborative leadership practices can strengthen educator resilience, reduce depletion, and create conditions for sustainable change. Participants will hear from district and labor leaders about the realities and successes of collaboration; reflect on how personal and organizational values shape decisions during stress and change; explore strategies to strengthen trust, communication, and shared accountability; and engage in a listening and reflection protocol they can immediately use with teams and colleagues.

Participants will leave with practical tools, reflective protocols, and research-informed strategies to strengthen relationships, sustain teams, and cultivate systems where educators and students thrive together.

Educational leadership spaces often privilege dominant narratives, leaving leaders from historically marginalized communities, particularly women, women of color, and Black women, navigating systems that were not designed with them in mind. This session centers the experience of leading from the margins and offers leaders both validation and practical tools to sustain themselves while continuing equity-centered work.

Grounded in doctoral research, district leadership practice, and lived experience, this workshop explores the power of critical reflection, storytelling as resistance, and intentional coping strategies for leaders operating at the intersections of race, gender, and power. Participants will engage in structured reflection, shared narrative practices, and planning tools designed to support clarity, agency, and resilience when systems fail to change

The session intentionally creates a brave, supportive space where leaders can reflect honestly, hear lived experiences, and leave with renewed purpose and concrete strategies for navigating inequitable systems.

Key Audience Takeaways

1. Explore how race, gender, and systemic inequities shape leadership identity and decision-making.
2. Apply critical reflection and storytelling as tools for clarity, advocacy, and resilience.
3. Identify strategic practices, including support networks, boundary-setting, and preemptive planning, to navigate inequitable systems with clarity and conviction.

While organizational charts and systemic biases are frequently cited as the primary obstacles for women climbing the ranks in K-12 administration, an uncomfortable truth remains largely unaddressed: some of the most painful and persistent obstacles women encounter come from other women. Testimonials from across the educational landscape reveal that instead of experiencing mentorship, many emerging leaders encounter gatekeeping, subtle exclusion, and professional friction from female peers and superiors. Why does the climb to leadership so often turn women against one another rather than uniting them?

By diagnosing why women can be uniquely harsh or unsupportive to one another, we can intentionally design a new blueprint for executive behavior. Empowering the next generation requires us to heal the fractures in the current generation, teaching emerging leaders that true professional sophistication relies on collective elevation, not competitive isolation.

3 Key Takeaways

1. Identify the Root Causes of Peer Friction: Analyze the psychological and structural drivers such as the scarcity mindset and systemic isolation that cause women to view one another as threats rather than allies.
2. Deconstruct the "Alpha Support" Paradox: the gap between public performative support & behaviors that shut down emerging talent.
3. Embody "Walking the Talk" in Leadership: Accountable actions that turn public advocacy for women into real-world, everyday support.

Women in school leadership wear every hat: board liaison, instructional leader, HR, finance, crisis communicator, equity advocate, mentor, often inside the same hour. The standard AI pitch is one more tool. This session is the opposite. It shows how women leaders are bottling their expertise into an agent team that carries some of those hats with them, in their voice.

This walkthrough opens the working setup in action. Megan opens her actual vault and demos the agent team she runs alongside her SpEd leader role. Each agent is built to act in her voice and judgment, drawing on her past work and the daily reflection that feeds it.

The deeper move is reflective practice. A Second Brain plus an agent team makes thinking traceable across time, surfaces patterns the day-to-day blurs, and gives leaders space to reflect before they react. In a job that often forces reaction over reflection, that shift is the practice.

Three key audience takeaways:
1. The "bottle your expertise" frame: which decision patterns are agent-ready, which need living judgment
2. A starter architecture for a leader's Second Brain that an agent team can work from
3. The reflective-practice frame: how an agent team protects time for thinking

Female leaders in education often navigate complex leadership spaces shaped by visibility, representation, resilience, and responsibility. While educational leadership can be deeply rewarding, it can also entail isolation, heightened scrutiny, and pressure to continually prove competence. This interactive session explores how motivation, identity, and sense of belonging influence the leadership experiences of females in education.

Grounded in research and lived leadership experiences, this workshop will provide participants with opportunities to reflect on their leadership journeys, identify strategies to sustain resilience, and examine practices that cultivate belonging and equity within school communities. Participants will leave with practical tools to strengthen leadership identity, support wellness, and foster inclusive leadership spaces for themselves and others.

By the end of this session, participants will be able to:
1. Examine how identity and representation shape leadership experiences in education.
2. Identify factors that impact motivation, resilience, and belonging among women leaders.
3. Reflect on personal and systemic barriers that influence leadership sustainability.
4. Apply practical strategies to cultivate resilience, wellness, and inclusive leadership environments

Women in educational leadership experience high levels of stress due to gender bias and demands of the job. In a 2026 Women Leading Ed survey, 92% noted stress as a significant problem and 80% conveyed their work-life balance as poor. The focus will be on positive ways to mitigate the effects of job-related stress–compassion fatigue, secondary trauma, and time as a limited commodity–on one’s health, outlook, and productivity through intentional and systematic self-care.

Women leaders are valuable assets and role models, and it is imperative that we keep them healthy and in the position for the long-term (Pennicooke, 2020). Practicing self-care can be beneficial to ensuring their well-being, and can better position them for success and for maintaining optimum health throughout their careers. Additionally, 93% of teachers requested support for wellness from their administrators, and less than 33% of leaders felt confident to do so (Alpaca, 2026), and could therefore benefit from this presentation.

This session will spotlight self-care as a healing-centered approach that can help women leaders to be proactive and to take positive control of their well-being. Participants will learn about, and be engaged in different types of self-care activities. Our women leaders will leave with their own plans, coping strategies, a commitment to implementing daily self-care, and ways to ensure that their staff and coworkers are also attuned to practicing wellness in the workplace and at home.