For many women of color in higher education, leadership is both a calling and a constant climb. We lead committees, guide students, and mentor colleagues—often while navigating systems not designed for our well-being. The demands can feel relentless: to produce, to prove, to persist. Beneath the polished professionalism, however, many of us are carrying invisible weight—the exhaustion of representation, the pressure to model resilienceand the ache of chronic racial stress. We give endlessly but rarely pause long enough to refill the well. As I often remind others (and myself): You can’t lead from an empty tank.
In higher education, women of color often carry what I call a double duty of stress—the constant expectation to both excel and represent. We are expected to achieve at the highest levels while also embodying diversity, mentorship, and grace under pressure. This burden compounds what I describe as racial trauma—the cumulative emotional and physiological impact of navigating bias, microaggressionsand systemic inequities—and chronic stressthe prolonged activation of the body’s stress response in environments that rarely affirm or protect us. Over time, this strain manifests as fatigue, irritability, self-doubt, and spiritual disconnection—what researchers term the emotional tax of belonging to marginalized groups within predominantly white institutions. Naming these experiences is not a sign of weakness; it’s a form of truth-telling that allows healing, community care, and the restoration of joy to begin.
Traditional models of Eurocentric leadership reward control, image management, and productivity. For women of color, this can mean carrying the emotional tax of having to be flawless—poised, competent, and unshakeable—even when we are running on fumes. But resonant leadership offers a different way forward. Resonant leadership means leading through humanity and connection rather than perfection. It is about aligning who you are with how you lead so that your leadership feels authentic, not like a mask you must wear.
Resonant leadership invites us to lead with emotional awareness, authenticityand empathy. Emotional awareness begins with noticing how stress or exhaustion shapes our tone and decision-making. Authentic connection means prioritizing relationships over reputation, choosing to see our colleagues and students not as performers but as whole people with stories, needs, and limits. Shared humanity allows us to choose transparency over perfection—to say, “I don’t have the answer yet, but I’m here to find it with you.” Restorative influence invites us to spread calm instead of chaos, recognizing that our energy sets the tone for those around us. Resonance means your calm becomes contagious. As Maya Angelou once said, “People don’t remember if you were perfect. They remember how you made them feel.” When we lead from resonance, we create spaces where others can exhale and show up as their full selves.
When the system feels heavy, joy can feel far away. But joy isn’t accidental; it’s something we navigate toward. The Joy Compass—values, voice, vision, and vitality—offers a map back to what sustains our sense of purpose and power. Your values are what ground you—the principles you refuse to compromise, even under pressure. Your voice represents how you show up authentically, carrying both truth and tenderness. It’s how you advocate, set boundariesand create space for others. Your vision speaks to what you are building toward—leadership rooted in meaning rather than mere productivity. And your vitality is how you renew your energy through intentional practices that nourish your body and spirit, whether through prayer, art, laughteror time in nature. Leadership isn’t just about direction; it’s about alignment.
Joy is not a reward for surviving—it’s a strategy for thriving. It’s how we stay connected to our purpose and our people. When we lead with joy, we model a new form of excellence that is grounded, compassionate, and human. Joy allows us to sustain hope in the midst of difficulty and to show others that wholeness and achievement can coexist. So the next time your to-do list feels endless, remember: You don’t have to hold it all—you simply have to hold yourself.
Take a breath and ask yourself, “When people experience my leadership, what do I want them to feel?” That answer is your compass. Follow it home to joy.
