Women in upper-level leadership positions in higher education are underrepresented. This study examined the predominant leadership styles of women who have achieved upper-level leadership positions in higher education explored intentional changes in their leadership styles. Primarily, the study sought to determine if these leaders had similar leadership styles, and whether they have intentionally changed their leadership styles in their attempt to attain their positions. The results showed that women in upper-levels of leadership in higher education do, in fact, have predominantly transformational leadership styles, and that a majority of women in these positions have intentionally changed their leadership styles in an effort to achieve advancement. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]