Not long ago, all the academic deans at Minnesota State University, Mankato were men. Recent appointments of three women deans to lead half the university's six academic colleges is a big shift toward diverse collective leadership, defined as “to engage the collective voice and to challenge the status quo in the name of equity and diversity,” according to Grogan and Shakeshaft in Women and Educational Leadership (2011). All three new deans were internal candidates who had taught there for many years. Each took advantage of opportunities to build her leadership skills. Each is committed to involving others in decision-making, making leadership more a web than a pyramid. They spoke at the University of Nebraska's conference on Women in Educational Leadership in Lincoln in October 2012. Leadership was an area of expertise for Dr. Jean Haar long before she became dean of Mankato's college of education. Previously a high school principal, she earned a doctorate in administration, curriculum and instruction and joined the faculty in educational leadership. She created and directed the university's Center for Engaged Leadership. In 2006 she attended the Bryn Mawr Summer Institute for Women in Higher Education Administration (HERS). She became interim dean in 2010 and dean this past July. “I try to be intentional about engaging the collective voice. I make decisions carefully and respectfully, knowing that collaboration and innovation must be built on a sincere foundation of respect, patience and cooperation,” Haar said. “Our Council of Deans meetings have been facilitated to reflect support for differing types of leadership perspectives and views. I feel like my voice is heard,” she said. Having more women in leadership reinforces a culture of support for a range of leadership styles regardless of gender. Fewer than 14% of business deans in the United States are women. One of them is Dr. Brenda Flannery, who took office in July 2011. “I never thought about being a dean until I was about 10 years into my academic career,” she said. But her study of leadership started much earlier, with a PhD in organizational studies and scholarship in entrepreneurship, strategy, leadership and management. She started new programs in service learning and international education, chaired university committees, led development of Mankato's web-based curriculum design system and taught in Canada and Mexico. About a year into her three-year appointment as assistant VP of undergraduate studies and international education, she decided to seek an administrative position such as dean. To prepare, Flannery attended the Harvard Graduate School of Education Management Development Program and the Lessons for Aspiring Deans Seminar of the Association to Advance Collegiate Schools of Business (AACSB). She also became a full professor before applying to be dean. She likes to recruit diverse teams that include faculty, staff, students and other stakeholders. “I see my role as helping to develop the conceptual model, encouraging the team, bringing new energy and resources and removing roadblocks,” she said. She finds women are often quicker to build diverse teams for a variety of perspectives. Before she became dean of social and behavioral sciences, Dr. Kimberly Greer was a professor in the department of sociology and corrections. She joined a university-sponsored leadership academy and researched women in leadership jobs such as prison warden and probation/parole director. “My research on women leaders in corrections found that their leadership styles were more collaborative in nature and much of their focus was on problem-solving as well as seeking input even from quieter voices,” she said. Male leaders on her campus also encourage collaboration. Each year the university sends two or more women to HERS. She went in 2010 and found it a transformational experience, leading her to seek a position as dean. When her dean retired, she replaced him in July 2011. She suspects her gender may influence not only how she leads but how others perceive her leadership. Race, gender, class and education all intertwine to influence perceptions. “I have been told by others with whom I work that I have a reputation for active listening. I may ultimately make a decision that people do not agree with, but they do know that I have listened and heard their perspectives,” she said. Contacts: jean.haar@mnsu.edu and brenda.flannery@mnsu.edu and Kimberly.greer@mnsu.edu