© dr karam 2011-2012 mentorship & coaching: be a better leader dr. charlotte m. karam american...
TRANSCRIPT
© Dr Karam 2011-2012 © Dr Karam 2011-2012 © Dr Karam 2011-2012
Mentorship & Coaching:
Be a Better Leader
Dr. Charlotte M. Karam
American University of Beirut
Olayan School of Business
Queen Bees
Are you a Queen Bee?
As you move forward and upward will you be a Queen Bee?
As a collective are we a network of Queen Bees?
© Dr Karam 2011-2012
Queen Bee Phenomenon• Western-Based research on female managers, executives and business leaders has coined
the term “queen bee”
• Suggests ‘bad behaviour’ from successful women to other women in their organization and/or profession.
• The ‘Queen Bee’ is commonly constructed as a “power-holder” who stings other women if her power is threatened.
• Staines, Travis & Jayerante (1973) summarized this as ‘if I can do it without a whole movement to help me, so can other women’.
(Abramson,1975; Baumgartner & Schneider, 2010; Mavin, 2008; Staines, Travis & Jayerante, 1973)
© Dr Karam 2011-2012
Are there Arab-Region Queen Bees???
• We are exploring this question in research and consulting
• Attempting to uncover indigenous female leadership models within context
• This is, overall, a complex multifaceted and multilevel research endeavor
No Doubt, We Have Successful WomenHow have they been mentored and coached?
Are they mentoring or coaching others?
Have they been mentored and coached by others?
Macro-Level: Environment within which Women Work
Macrolevel
Family Networks
andandand Connections
Economic andandand
Demographic Factors
Legal Frameworks
Islam Patriarchy
Drivers for Change &
&
(Karam & Afiouni, 2011)
Navigation Strategies…
Collectives:Groups Working to Improve the Status of Women at Work
• Various Intergovernmental Government Initiatives (e.g., MDG)
• Various Social Media Interactions (e.g., No Women. No Play; Kalam Nawaem; Adventures of Salwa)
• Various Women's groups working for change (e.g., Karama regional women’s rights NGO)
• Various Forums for Interactions and Networking of Women (e.g., AIWF)
(Karam & Jamali, 2013)
Organizational-Level:HR Practices as Barriers and/or Facilitators
• Less clear. Not much known. • Regional data collection from companies to learn more about what they are doing to advance women in business and management. The results of this survey will contribute to a global report on women in business and
management to be published in 2013.
HR policy- Family Friendly
Equal employment opportunities (EEO)
Diversity policySexual harassment policiesAnti-discrimination policies
Freeze the promotion clock during maternity leaveChild daycare
Work schedule
Medical CoverageTuition fees coverageIndigenous HR policy
Hajj leave
Medical escort leave for wife or wives
Medical coverage for family and families
Long bereavement leave (idda)
Daily prayer breaks (salah)Ramadan working hours
(Karam & Afiouni, 2011)
We see some positive changes.
But there is GREAT room for improvement in the area of:
• HR policy development • CSR initiatives
We need organizational trend setters
Individual-Level: What about YOU?? What about ME?
• Am I a Queen Bee? Are you? Do I want to become one?
• In my personal experience working my way through my career as an academic and as a consultant, I have come to the conclusion that – they only way to really answer this question is to reflect on my personal capacity for leadership
• Reflect on leadership skills and capacity for leadership development
© Dr Karam 2011-2012
Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of thinking about, perceiving, and understanding the exchange between Leaders and Members
10
© Dr Karam 2011-2012 © Dr Karam 2011-2012
The New Reality for Leadership
CLASSIC Paradigm
Stability
Control
Competition
Uniformity
Self-centered
Hero
NEW Paradigm
Change/crisis mgt.
Empowerment
Collaboration
Diversity
Higher ethical purpose
Humble
Stability Something else widely documented …
© Dr Karam 2011-2012
12
Reasons for Leader Derailment
1. Acting with an insensitive, abrasive, intimidating, bullying style2. Being cold, aloof, arrogant3. Betraying personal trust4. Being overly ambitious and self-centered
5. Having specific performance problems in practice6. Overmanaging, being unable to delegate or build a team7. Being unable to select and guide good subordinates
The leader within(Intra-personal)
The art of leadership (Inter-personal)
© Dr Karam 2011-2012 13
HARD PROFILE SOFT PROFILE
WORK
- Accounting- Investing- Hiring
- Networking- Getting along with others- Having appropriate manners
- Delay of gratification
LIFE
- Financial Provider- Budgeting- Having a job
- Fun-time- Caring/nurturing- Ability to take the time to relax
The Intra-Personal:Why Leave You Unexamined?
© Dr Karam 2011-2012
- Think about our relationships
- Work on making things mutually beneficial
- Seek feedback … coaching
- …
The Inter-Personal:How do you interact with and impact others?
© Dr Karam 2011-2012
Think of a mentor or someone who inspired you?
What did he/she do?What did he/she do that was different?
© Dr Karam 2011-2012 © Dr Karam 2011-2012
Those that InspireTransformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you do the same? Do you mentor?
Two Sides of the Same Coin
For You:
• Seek mentors. • Ask for coaching when you
need it.
For Others:
• Provide mentorship. • We can coach others to
bring out their best.• Orchestrate – Harmony to
tell their own stories as they build the hive!
© Dr Karam 2011-2012
Thank You