Enjoying the dialogue regarding women and leadership? It is a reminder that there is much work to be done in closing the gender gap so that more women actualize the C-suite in organizations. Studies have shown that there is still a significant gender gap, with women being under-represented in leadership positions (Liff & Ward, 2001; Noble & Moore, 2006; Clarke, 2010). “The intransigence of barriers preventing the equality between men and women at the highest level of management is destructive to good management and productive outcomes” (Noble & Moore, 2006, p. 599).
A significant portion of the current discourse relates to what women do wrong – not being assertive enough, not having the presence that reflects maturity and confidence in the grade, and common mistakes women make that derail their career trajectory, the dialogue should not be limited to what seems to be a pervasive blaming of women for not achieving greater success. Instead, the dialogue should focus on what leaders can do to further develop women leaders.
Strong mentoring programs help empower women and help them find their voice in leadership circles. Through mentoring, women protegés can learn the nuances of the organizational culture, political land mines and where the true power lies as well as whom it lies with in the organization. Additionally, the status of the mentor provides additional validation of the protegé’s talents, further supporting women as they seek higher positions. Mentoring also provides a vehicle for helping high potential women develop presence, critical and strategic thinking, persuasive communication and networking skills (Chao, Walz & Gardner, 1992; Clarke, 2010).
Chao, G.T., Walz, P.M., and Gardner, P.D. (1992). Formal and informal mentorships: A comparison on mentoring functions and contrast with non-mentored counterparts. Personnel Psychology, 45(3), 619-636.
Clarke, M. (2011). Advancing women’s careers through leadership development programs. Employee Relations, 33(5), 498-515. DOI: 10.1108/01-4254511111153871
Liff,S. and Ward, K. (2001). Distorted views through the glass ceiling: The construction of women’s understandings of promotion and senior management. Gender, Work and Organization, 8(1), 19-36.
Noble, C. and Moore, S. (2005). Advancing women and leadership in this post feminist, post EEO era: A discussion of the issues. Women In Management Review, 21(7), 598-603. DOI:10.1108/09649420610692534
ML
March 19, 2013
No doubt individual women “do things wrong” and will benefit from a good mentor. The sad truth though is that unconscious bias still means we (men and women) react to female leaders differently, no matter if our professed standpoint is one of equality. Assertive boys are perceived as leaders; assertive girls are perceived as bossy, and this carries through into adulthood (see research by Deborah Tannen for more on this). The same unconscious bias might be why so many senior executive men are tall, and very few short (way out of skew with the broader population ratio). Any minority member faces invisible barriers. One can only admire all the more the individuals who overcome and achieve. And we all need to work on recognizing and countering our own sub-conscious biases.
The Cognoscenti LLC
April 7, 2013
Excellent comment. For both women and minorities, it becomes frustrating with much of what is in the popular media identifying “what they do wrong” that prevents them from succeeding. The reality is that there is so much that women and minorities do right but the “like me” mentality is so pervasive that it prevents even the best performers from achieving higher levels of success (C-suite). The challenge for both women and minorities who have made it is to reach back and pull others forward who demonstrate high potential rather than thinking there is only room for one at the table.
MichaelJ
April 8, 2013
Couldn’t agree more. Leaders need to create more leaders, and, ultimately, make themselves redundant.
Cheers,
MichaelJ