Women & Leadership: Katleen De Stobbeleir
The document discusses women in leadership and the labor market. It notes that while there has been some positive trends for women, such as increased employment rates and entering traditionally male industries, challenges still remain like the vertical and horizontal segregation of women and the persistent wage gap. It also examines global differences in women on corporate boards. The document then explores how leadership norms are changing to be more collaborative and how both individual and organizational barriers still prevent women from advancing, such as masculine cultures and lack of flexible work policies. It concludes by recommending actions like training, networking programs, mentoring and inclusive recruitment processes to promote more women in leadership roles.
Women & Leadership: Katleen De Stobbeleir
- 1. Women redefining leadership Prof. dr. Katleen De Stobbeleir Vlerick HR Day 2011
- 2. Overview 1) Women in the labour market: some facts 2) Opportunities for women: changing leadership norms 3) Breaking the glass ceiling: what can HR do? © Vlerick Leuven Gent Management School | 08-06-2011 |
- 3. Women in the labour market: some positive news Employment rate of women Decrease of # housewives, increase # stay home men ‘Male’ industries © Vlerick Leuven Gent Management School | 08-06-2011 |
- 4. Women in the labour market: challenges Vertical segregation Horizontal segregation Women in economical downturns Wage gap Part-time work © Vlerick Leuven Gent Management School | 08-06-2011 |
- 5. Women in the labour market: global trends Within EU: huge differences Women in boards: Norway: 40% Portugal: 0,2% Belgium: 6% The business case Winning the war for the consumer Creativity Atmosphere © Vlerick Leuven Gent Management School | 08-06-2011 |
- 6. Opportunities for women: changing leadership norms Work Complex Knowledge work Flat organizations Challenges for management Goal-setting Evaluation Feedback Employees “Feedback Junkies” © Vlerick Leuven Gent Management School | 08-06-2011 |
- 7. Leadership in the past Manager Employee © Vlerick Leuven Gent Management School | 08-06-2011 |
- 8. Leadership in the Future Manager = coach Colleagues Employee = coachee Mentors External sources © Vlerick Leuven Gent Management School | 08-06-2011 |
- 9. Why do women not move up then? Barriers at various levels Individual barriers Organisational barriers Societal norms © Vlerick Leuven Gent Management School | 08-06-2011 |
- 10. Individual barriers The “WILL” Torn between work and family Male role models The “SKILL” Networking & Visibility Internal network: time spent with peers, supervisors & direct reports External network: strategic, functional & developmental (Ibarra, 2003). © Vlerick Leuven Gent Management School | 08-06-2011 |
- 11. Organizational barriers CULTURE Masculine norms Tokenism Double bind STRUCTURE Implicit discrimination HR processes Organizational processes Flexible work forms © Vlerick Leuven Gent Management School | 08-06-2011 |
- 12. Actions Opening the eyes: Informing (Gender)training Opening doors: targeted actions Quota, positive discrimination... Networking for women Specific leadership development programs Mentoring & role models Diversity management Inclusive management Screening of all (HR) processes General mindset/attitude towards management Policies regarding working hours © Vlerick Leuven Gent Management School | 08-06-2011 | Janssens, M. (2000)