deloitte lfw linked in ppt
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Action Research Results for "Leadership for Women" ProgrramTRANSCRIPT
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Evaluation Report
Leadership for Women™ Program
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Why Research in Women’s Leadership?• When women hold senior positions in business,
there is a direct correlation to higher returns, enhanced attraction & retention (Ernst & Young, 2010)
• Women = 50% of workforce in Canada, make up less than 33% of managerial roles, most at lower levels (Vinnicombe & Singh, 2003)
• Of the 4061 board member in 500 companies in Canada, 13% are female (Catalyst, 2007)
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• Leadership has a “male gender orientation” among most cultures. (Meyer, 2006)
• What is effective for men, may not be most effective for women’s leadership development (Yoder, 2001)
Why the Research in Women’s Leadership?
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Obstacles to Women’s Leadership
1. Gender Stereotypes2. Workplace culture3. Workplace policies
Erkut, 2001
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1. Gender Stereotypes
Expectations arising from gender stereotypes result in “devaluation of their (women’s) performance, denial of credit to them for their success, or the penalization for being competent”
Heilman, 2001
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“I don’t have a traditionally female way of
speaking...I’m quite assertive. If I didn’t speak
the way I do, I wouldn’t have been seen as a
leader. But my way of speaking may have
grated on people who were not used to hearing
it from a woman. It was the right way for a
leader to speak, but it wasn’t the right way for a
woman to speak. (Nov. 30, 2007).
1. Gender Stereotypes
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• Women still battling credibility in non-traditional roles (Perrone, 2009)
• Women often left standing on “glass cliff” (Ryan & Haslam, 2005) – results in precarious leadership role & expectations
2. Workplace Culture
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There is a knowing-doing gap:
Successful policy implementation hampered :– More words than deeds; lack of company “buy-in”, – Questions by others of perceived fairness of policy– lack of wide-spread understanding as to “why” such policy promoting
advancement of women is critical to organizational success
Kottle & Agars, 2001
3. Workplace Policies
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• 73% of employed women had children less than age 16 (2006 Canadian Census)
• Bulk of child-rearing, domestic duties still carried out by women (Eagly & Carly, 2007)
• Women spend an additional 2 hours per day on non-paid activities; men spend an additional 2 hours per day on paid work activities (Lindsay, 2008)
Family Obstacles
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Goal Setting• There are over 700,000 internet
links to “women leaders and goal setting”.
• These same words typed into
academic search engines produce a drastically reduced result.
• The Deloitte Research sought to make a meaningful contribution in this regard.
Women’s Leadership Development & Goal Setting
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• Goal Setting and Personal
Perception of Self
• Confidence
• Relational Skills
• Leadership Actions
Results of the Leadership for Women™ Program
Development of Leadership Competencies:
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• Ability to maintain a clear focus• Implementation of goal setting as daily
habit• Increase in self-reflection with respect to
personal & professional goals (critical to resilient leadership)
Results of the Leadership for Women™ Program
Development of Leadership Competencies:
Goal Setting & Personal Perception of Self
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• More than half the participants reported that the program impacted confidence levels to lead themselves and others
Results of the Leadership for Women™ Program
Development of Leadership Competencies:
Confidence:
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• Developed new strategies for communication
• More accurately assessed personal skills• Developed courage to move out of
comfort zones• Built trust in abilities of others – better
delegation
Results of the Leadership for Women™ Program
Development of Leadership Competencies:
Relational Skills*
* All of these skills are emotional intelligence competencies
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• High levels of motivation & energy in achieving goals (accountability)
• Positive impacts in terms of empowering, motivating and coaching others
• Realized changes in attitudes and actions with respect to work/life balance; ability to set personal and professional priorities.
Results of the Leadership for Women™ Program
Development of Leadership Competencies:
Leadership Actions
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• Writing Goals and Tracking Progress – critical to realizing success
• Action Plan – again, “key to success”• Support from others – powerful impact• Assigning Meaning – those who assigned high
levels of importance to goals were most successful in realizing
• Challenges – all participants able to identify and build strategies to overcome personal and organizational barriers.
Results of the Leadership for Women™ Program
Goal Setting Practices – the Keys to Success
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• Time to self-reflect critical• Write goals down• Self-Belief, persistence, patience
required• Tracking and measuring success
imperative
Results of the Leadership for Women™ Program
Lessons Learned Through the Goal Setting
Process
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• Working with women, hearing their perspectives, voicing opinions, learning from them, and seeing their growth very empowering
• Working with women in a group resulted in the formation of strong, authentic relationships
• Getting to know yourself and engaging in self-reflection led to heightened self awareness
Results of the Leadership for Women™ Program
RECOMMENDATIONS:
Program Successes:
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• Being accountable (mentors, program facilitator, and one another) encouraged participants to do their homework and get results!
• Taking time to focus on goal setting practices in personal and professional settings was life changing.
Results of the Leadership for Women™ Program
RECOMMENDATIONS:
Program Successes:
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• Offer the program more frequently and use former participants to promote it; they will be your best advocates.
• Make the program a little more affordable
• Offer the program in different locations so as to be more accessible to more women
Results of the Leadership for Women™ Program
Recommendations for the Future:
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• Ensure mentors are able to meet once per month
• Use technology (delivery & daily planning)
• Enhance introduction to create clarity for participants
• Offer this program in high school
Results of the Leadership for Women™ Program
Recommendations for the Future: