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When a Good Day's Work Includes Lunch! Leadership, Organizations and Behaviour When a good day’s work includes lunch! Dr. Claire Collins 17 October 2012 Tuesday, 27 March 2012 www.henley.reading.ac.uk What we will discuss today? • Why are we talking about women as leaders? • Why do we debate it at all? • It is interesting, in a psychosocial sense, to look at how women lead differently from men: What attributes do they have? What is their impact on business and the teams that they lead? • There are many examples of women at the top of their profession, whether they are leading organizations or leading in the sense of being at the cutting edge of expertise in their field. • What initiatives are in place to help these examples to flourish and spread more widely and how do we harness this success and ensure that it is passed on to future generations? • How is academia particularly affected by these issues and what can we do about it? Why am I here? 3 I don’t know how she does it? The Triple Dilemma Career Study/social Family How do women lead? • Women leaders, like all women are expected to display gender appropriate behaviours by both male and female colleagues. These include: nurturing, passive, collaborative, inter-personally focused • Women leaders are expected to display both feminine and leader behaviours and these may be incongruent, trying to be masculine in the leadership role, but feminine so as to be accepted as a woman. This is the ‘double-bind’ • Women more democratic/participative, men more autrocratic/directive (Eagly & Johnson, 1990) • Women more transformational, men more transactional (Bass & Avolio, 1994) • Women rated higher on 7 dimensions, including team-building, rewarding and feedback, tenacity and emotional intelligence (Ibarra & Obodaru, 2009) FT Top 50 Women in World Business (Sept 2009) Women in Politics Leadership derailment? MT's '35 women under 35' 2010: Creating the future British Association of Women Entrepreneurs The 30% club is a group of Chairmen voluntarily committed to bringing more women onto Angela Knight CBE, Chief Executive of the British UK corporate boards. On Bankers’ Association average FTSE-100 companies Theresa May, Home Secretary and Minister for have only 14% female Women and Equality representation on their boards What is a Business School’s responsibility? • No more Enron! – Women on boards to foster better decisions • Creating the environment for authenticity and value-led leadership • Providing role models – Professors/academics/alumni • Providing programmes beyond technical skills levels – developing the leader • Allowing diversity to flourish in every sense • Building confidence and the culture to enable change • Offering genuine choices; – In the learning environment – In the workplace – In managing life situations What does the University of Reading do? • Athena Swan Bronze accreditation (applied for silver) • One of eight members of EU project looking at extending gender equality across the university • Celebration of women researchers and non-academic staff • Take account of gender related personal circumstances when assessing for promotion, rewards etc • Programmes offered to support women in the workplace e.g. Confidence building Some University of Reading statistics • UoR – Faculty: 58% Male 42% Female – Professors : 75% Male 25% Female – Students: 48% Male 52% Female • UK – Students: 43% Male 57% Female (full-time) 39% Male 61% Female (part-time) Role models @ Reading Not just a pretty face? • The University of Reading is delighted to announce that Dr Beatrice Pelloni has been recognised as one of the leading female mathematicians in the world, by her invitation to deliver the prestigious Olga- Taussky-Todd lecture in Vancouver November 2011 • The honour conferred to Dr Pelloni, Head of the University's Department of Mathematics and Statistics and mother of four, is given once every four years to a woman considered to be a world-leader in applied mathematics. How do you advance your career? Your guess? What the research says Performance Image Visibility 19 How do you advance your career? Your guess? What the research says Performance 10% Image 30% Visibility 60% 20 3 Capitals • Human capital – career, qualifications, experience • Social capital – quality of relationships, reciprocal support • Cultural capital – understanding your environment and how it works 21 Social capital • How does social capital development work in your area? • What methods are available to you as a woman to develop your social capital? • What barriers do you perceive to your ability to develop social capital? 22 Some examples • Ensure you present at research groups • Stop giving the impression of over- busyness – play back your behaviours • Socialize with key people • Focus on the work that brings you benefits • Don’t be too modest • Pushy vs Likeability? 23 Where is the power? • Who gets picked for key projects? • Who gets asked to represent the University? • Who gets promoted? • Where is the power? • Who is included in the ‘club’? 24 Construct a power map You 25 • What is your current relationship with these people? • How important are they in getting your job done? • How often do you have contact with them? • What are your priorities? • How will you achieve this? 26 What can you do to raise visibility? • Keep social networks up-to-date e.g. LinkedIn, Twitter (?) • Get people to endorse you • Internal connections – who do you know? Who will speak for you? 27 What support can you create for yourself? • Mentor – learn from someone who has blazed the trail before you • Coach – develop your skills and behaviours to perform in the way that you would like • Network – nurture your relationships and create new strategic relationships • Image – do you project what you want others to see (not only dress, but stance, voice etc. 28 And now some of the good news! University Chancellor Vice-Chancellor University of Aston Sir Michael Bett Prof Julia King University of Bath The Lord Tugendhat Prof Glynis Breakwell University of Bath Spa Prof Christina Slade University of Bedfordshire Baroness Howells of St Davids Prof Les Ebdon University of Bolton The Baroness Morris of Bolton Dr George Holmes University of Bristol The Baroness Hale of Richmond Prof Eric Thomas Brunel University Prof. Julia Buckingham University of Buckinghamshire Prof Ruth Farwell University of Coventry Sir John Egan Prof. Madeleine Atkins Cranfield University The Baroness Young of Old Scone Sir John O'Reilly University for the Creative Arts Zandra Rhodes Prof Elaine Thomas Edge Hill University Prof Tanya Byron Dr John Cater University of Edinburgh The Princess Royal Prof Timothy O'Shea University of Exeter The Baroness Benjamin Prof Steve Smith University of Greenwich The Lord Hart of Chilton The Baroness Blackstone The Baroness Bottomley of University of Hull Prof Calie Pistorius Nettlestone University of Kent Sir Robert Worcester Prof Julia Goodfellow Leeds Metropolitan University Vacant Prof Susan Price University of Lincoln The Lord Adebowale Prof Mary Stuart Liverpool Hope University The Baroness Cox Prof Gerald J. Pillay University of London HRH The Princess Royal Sir Graeme Davies Loughborough University Sir John Jennings Prof Shirley Pearce University of Manchester Tom Bloxham MBE Prof Nancy Rothwell Napier University Tim Waterstone Prof Joan Stringer The Baroness Falkner of University of Northampton Prof Nick Petford Margravine Oxford Brookes University Shami Chakrabarti Prof Janet Beer University of Portsmouth Sheila Hancock Prof John Craven University of Salford Irene Khan Prof Martin Hall University of St Andrews Sir Menzies Campbell Prof Louise Richardson University of Southampton Helen Alexander CBE Prof Don Nutbeam University of the West of England The Baroness Butler-Sloss Prof Steven West University of Cambridge Professor Lynn Gladden CBE, FRS, Dr Jennifer Barnes is Pro-Vice- Dame Sandra Dawson FREng is Pro-Vice-Chancellor for Chancellor for International KPMG Professor of Management Research. Strategy. Deputy Vice-Chancellor of the University Professor Gladden She has extensive experience in of Cambridge is the Shell Professor of Chemical higher education, both in the Special Advisor (Research) Engineering, and formerly public and private sectors, setting Fellow of Sidney Sussex College. Head of the Department of Chemical up international collaborations in Non-Executive Director of: FSA (from Engineering and the sciences, humanities, 2010); Oxfam (from 2006); Barclays plc Biotechnology; she is also a member technology and the arts. (2003-2009); Rand Europe (UK) (2002- of the Council of EPSRC. Professor Dr Barnes has held the posts of 2003); Cambridge Econometrics (1996- Gladden leads the activities at the Associate Professor at the Royal 2007); JPMorgan Fleming Claverhouse Magnetic Academy of Music and the Royal Investment Trust (1996-2003). Chair, Resonance Research Centre, and has College of Music, and Assistant Executive Steering Committee, ESRC a particular interest Principal and Dean of Trinity Advanced Institute of Management. in applying magnetic resonance College of Music. In 2005, she was imaging techniques in the fields of appointed as the first Director of heterogeneous catalysis and multi- International Education for BP, phase transport where she advised colleagues in in porous media. She is a Fellow of more than 25 countries on how Trinity College. to establish partnerships between business, governments and the university sector to support university programmes. Professor Dame Julia King, Professor Julia Professor Dame Nancy VC Aston University
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