This article looks at women's efforts to construct an academic leadership career. It is not a study of women's leadership in general but one that takes place in what Bourdieu calls the academic field. Drawing from an in-depth interview study of 31 women from faculties of education who occupy managerial positions in universities in Canada, Australia or Britain, I focus on four contrasting case studies. For some women it is possible to build a satisfying academic leadership career, while for others, the surrounding contradictions encourage a more or less graceful end to leadership ambitions. I question the circumstances under which women attempting to construct academic leadership careers will be "fish in water" or show a "feel for the game", as well as the potential and problems of the game metaphor itself in this context. (Contains 9 notes.)