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This study examines how feminist academic administrators engender solidarity and practice feminist principles as leaders in United States higher education institutions. We draw from qualitative interview data with 27 self-identified feminist academic leaders about how they carry out this work, what obstacles they face, and the ways that their work disrupts—and is disrupted by—the intensifying neoliberal, managerial tendencies in higher education. Respondents shared experiences of promoting solidarity through their leadership and strove to create inclusive and equitable environments to benefit students, staff, and faculty, and especially minoritized individuals within these groups. Our analysis reveals how these feminist administrators applied a feminist ethic, engendered solidarity in their work, and were often keenly aware of—and willing to contest—the neoliberal context of their institutions and higher education more broadly. Our findings contribute to the sociological and cross-disciplinary literature on feminist leaders in academic institutions and the resistance against neoliberalism and managerialism practices from within academia.