By outlining some of the familiar and persistent barriers to women's leadership at the highest administrative levels within colleges and universities, the authors want to open a conversation about how to accelerate the type of change embodied by Ronald Takaki's notion of a "different mirror." Developing this notion, Takaki asks, "What happens, to borrow the words of Adrienne Rich, "when someone with the authority of a teacher" describes our society, and "you are not in it"? Such an experience can be disorientating--"a moment of psychic disequilibrium, as if you looked into a mirror and saw nothing." If we hope to make meaningful strides in promoting women's leadership in higher education, we must be prepared for a shift that reflects a valuing of authentic leadership--including a reassessment of what is rewarded in the tenure and promotion process. But, this brand of leadership cannot make a difference unless structural change is coupled with cultural change. We will never make real progress in advancing women's leadership in higher education until we address the macro issues in our society that keep us from shattering the increasingly thick glass ceiling.