More women than ever are reaching the highest levels of school leadership. According to AASA, The School Superintendents Association, 30 percent of superintendents are female, up from 13 percent in 2000.

But it isn’t an easy climb. We spoke to Dr. Candy Singh and Dr. Zandra Jo Galván, the co-directors of the new ACSA-AASA Aspiring Superintendents Academy® for Women Leaders, for their thoughts on the status of women in the superintendency. In this Q&A, they share why we need women at the top — and what’s needed to help more women reach the highest levels of school leadership.

What do you think has led to more women reaching the superintendency in the last 25 years?

Over the past 25 years, there have been intentional, nationwide efforts to recognize and elevate the role women can and should play in the highest levels of leadership in public education. Those efforts have led to the creation of leadership programs, mentorship networks, and, most importantly, sponsorship opportunities that simply didn’t exist a generation ago. We are proud to have been part of that movement. In 2019, we helped launch the original AASA Aspiring Superintendents Academy® for Women Leaders, and that work is what makes us so excited to be partnering with ACSA to now bring a similar professional learning and networking opportunity to women across the western states.

In your opinion, what are the biggest barriers that are keeping women from reaching the superintendency? One of the biggest barriers is that women often have access to mentorship, but not sponsorship. Mentors advise and support, but sponsors advocate, open doors, and put your name forward. Too often, women are well-prepared, but not as visible in the spaces where decisions are made. That’s what makes this academy so powerful. We intentionally create a network where women don’t just support one another, they actively champion and elevate each other into the superintendency. And that network doesn’t end once someone gets the job — it becomes an ongoing source of support, perspective, and strength while they’re in the role.

Why do we need more women at the top? We need more women at the top because the challenges facing public education today demand a different kind of leadership. In an environment that can often feel divided and transactional, leadership that prioritizes relationships, purpose, and the development of others is essential for building trust and sustaining strong systems. This isn’t just about representation; it’s about ensuring our schools are led in ways that elevate people, strengthen culture, and create the conditions for long-term success — for students and adults alike.

Reflecting on your careers, what helped you reach the superintendent role? Our professional learning wasn’t a single experience — it was a layered journey of intentional growth, community, and reflection. We engaged in leadership development opportunities specifically designed to support women, including conferences, academies, and affinity-based networks where we could see ourselves in the role, learn from sitting superintendents, and have honest conversations about navigating leadership as women. These spaces mattered — they normalized our experiences, strengthened our confidence, and helped us develop both the technical skills and leadership presence needed for the role.

Equally important were the relationships we built along the way. Through mentorship, sister circles, and trusted professional networks, we received real-time coaching, shared challenges, and grew through reflection and feedback. These environments created a sense of belonging and psychological safety that accelerated our development. Ultimately, these experiences prepared us not just to manage complex systems, but to lead with authenticity, clarity, and courage while staying grounded in our values.

Why is this academy an effective approach to preparing women for top district jobs? The cohort model is incredibly powerful because it intentionally creates a strong professional network for women, something that doesn’t always happen naturally in our field. Participants build meaningful relationships within their cohort that often turn into lifelong friendships and trusted professional support systems. But what truly sets this academy apart is that the network extends far beyond the cohort. Through our partnership with AASA, participants become part of a national community of women leaders that has grown to hundreds across the country. That broader network creates opportunities for connection, support, and sponsorship well beyond their local context. It’s not just about preparing women for the superintendency — it’s about surrounding them with a network that supports them once they’re in the role.