Information for 
Empowering Effective Leaders
By Dr. Andrea Stark Bishop, Harding University
In the 1990s, scholar Jane Stephens explored how women leaders in higher education, business and ministry used language to construct and communicate their leadership identities. As someone who directs a graduate leadership program, coaches leaders and holds a doctorate in rhetoric and communication, I was fascinated when I encountered her work. I immediately thought, “Oooh. I wonder if anyone has done a follow-up study!” Well, “anyone” became me, and this article reflects a small portion of what I’m learning along the way.
While this research is still ongoing, early findings from my interviews with women in leadership roles across higher education, ministry, banking, logistics technology and corporate settings have revealed several intriguing patterns. Among them are two metaphors that hold wonderful explanatory power. Those metaphors are Shield and Bridge. Let me explain.
Traditionally, scholars have described a rhetorical shield as a defensive strategy used to protect oneself. In rhetorical scholarship, the idea of a rhetorical shield holds a negative connotation. For example, someone who is shielding themselves at work may simultaneously be deflecting blame, hiding their weaknesses or even putting negative attention on someone else. But in my interviews with female leaders, I quickly saw a pattern that complicates this typical negative view of the rhetorical shield.
While my participants certainly described moments when they had to safeguard their own credibility and authority, they more frequently told me how they use communication as a shield for others. They described buffering team members from unnecessary criticism, protecting vulnerable individuals from institutional pressures, defending important values, and creating environments where people felt psychologically safe. In these examples, shielding was less about self-preservation and more about stewardship, responsibility and care for the people they served. This is an important finding that shows how female leaders change the status quo in the workplace.
In addition to the rhetorical shield, these interviews have also shown me how these leaders serve as rhetorical bridges. Several participants described intentionally standing between their teams and organizational pressures. One leader spoke about filtering information so employees received what they needed without absorbing the anxiety and political tensions occurring behind the scenes. Another described protecting struggling employees long enough to provide coaching, support and opportunities for growth. Others discussed safeguarding relationships during periods of conflict by choosing words carefully and managing difficult conversations with sensitivity. Collectively, these examples suggest that effective leadership often involves protecting both people and relationships from harm while still addressing difficult realities.
The shield protects and the bridge connects.
The bridge metaphor is not a new one. It has deep roots in scholarship on women leaders, particularly in research involving educational leadership, coalition-building and the experiences of Black women leaders. Across my interviews, participants repeatedly described themselves as translators between groups that struggled to understand one another. They connected departments, facilitated consensus, interpreted competing perspectives and helped stakeholders find common ground. Several spoke about balancing institutional priorities with individual needs, ensuring that organizational goals did not overshadow the concerns of the people most affected by them.
What makes these findings especially interesting is that the accounts of the shield and bridge rarely appeared independently. The same leaders who worked diligently to connect people also worked diligently to protect them. Rather than viewing protection and connection as competing priorities, these women seemed to understand that effective leadership often requires both. Without a shield, connection can become unsafe; without a bridge, protection can become isolation.
Although this research is ongoing, I already see value for everyone working in organizational settings. We all encounter moments at work that require the wisdom of the shield and the courage of the bridge. Sometimes leadership means absorbing pressure so others can thrive, and other times it means helping people find understanding across differences.
The shield protects, the bridge connects, and together they remind us that leadership is at its best when people remain at the center.
Dr. Andrea Bishop directs the Center for Leadership and Development, which includes oversight of the Master of Arts in organizational leadership, the executive and workplace coaching program, and the undergraduate minor in leadership and innovation. She also serves as the editor of Character Core, a monthly imprint published by Strata Leadership, that focuses on leadership character traits.