tion between senior women faculty and administration and developing strategies for mutual rather than hierarchical use of power.⁹⁹

It is important that university leadership recognize that both men and women have interests and obligations outside work. Those may include spending time with family, performing community service, seeking educational opportunities, and engaging in leisure and hobby activities. Employers for Work-Life Balance, a UK-based public interest organization that works to implement and improve sustainable work-personal life strategies, defines the goal as “having a measure of control over when, where and how you work, leading to being able to enjoy an optimal quality of life.”¹⁰⁰ A 2003 survey found that, when considering employers, graduates preferred flexibility to pay.¹⁰¹ Although flexibility is an important component of such control, it is not sufficient, as the Deloitte and Touche example shows. Without more fundamental institutional transformation, such practices as flexible work arrangements, family leave policies, and education and training opportunities, however important, will not be sufficient for gender equity.

Maintaining the ability to combine productive work with outside interests and responsibilities is an issue for everyone, not just for parents. Nonetheless, because family care is so basic a responsibility and women are still the primary caretakers, it remains a key issue for women in academe.¹⁰² The American Association of University Professors (AAUP) recommends that all institutions go beyond federal entitlements by offering paid disability leave for pregnancy regardless of what other leave policies universities have.¹⁰³ AAUP further recommends going beyond the provision of the Family and Medical Leave Act by extending provisions of leave for care of same-sex and domestic partners and for family members other than children and spouses and by providing some form of paid family care leave.