This paper provides an analysis of research into women's resilience at work conducted by the University of Melbourne's Gender Equality Project. Resilience is defined here as the measure of women's fit, effective functioning and growth at work, even when the working environment is threatening.A meta-analysis was conducted of 88 studies, from a variety of sectors (male-dominated and gender-neutral) and countries around the world. Eight indicators of women's resilience were identified, and grouped by the categories of fit, functioning and growth. Over 500 potential predictors of these indicators were then analysed, with 17 emerging as consistent and significant. These predictors were then organised into categories based on protective versus risk factors, and organisational versus personal factors.The result of the meta-analysis is a model of women's resilience which can be used as the basis for review and action in organisational contexts. The authors present five recommended actions which target organisational culture, to enhance the impact of existing gender diversity strategies.
This bibliography is a quick reference of abstracts on ways to improve women’s career paths within organisations. We have referenced 117 items, organised them into seven topic areas, and provided a brief summary of each item. Articles covering more than one topic have been included in each relevant area.
Building on the research used on Realising the opportunity, we have included other papers which contained significant data or analysis. We have also added in reports which contain concrete proposals for action or recommendations, and information on New Zealand.
We hope Inspiring Action will make it easier for human resources practitioners and managers, Chief Executive Officers and leadership teams, to identify practical steps to take to improve women’s career pathways in organisations. To find articles, use the search function below or download the full report.
2014
Area of focus:
Leadership
2012
Area of focus:
Leadership
This editorial introduction to an issue of a journal of health services management presents a discussion of women's leadership in healthcare and female styles of leadership. Research is cited which found that in leaderless groups, men will likely emerge as leaders of task-oriented work, while women frequently become leaders of social interaction-based groups. Social leadership involves motivating, inspiring and reducing conflict among staff.In healthcare, female leaders have demonstrated an emphasis on patient care, communication, transparency, collaboration and skill building. Women have been found to be better listeners, more likely to seek the input of others, and more likely to ensure the recognition of others. The authors advise aspiring women leaders to build confidence and self-knowledge and to act upon their beliefs. Mentors and sponsors are argued to be the key to building a career pathway.
2012
Area of focus:
Leadership
This report highlights the benefits of creating a sense of inclusion within a corporation's culture. Research is presented which finds that employees who see their organisation as being committed to diversity, and who themselves feel included, are more likely to provide high ratings for their organisation in terms of performance, customer service, innovation and engagement. A higher sense of inclusion also reduces absenteeism.The report provides a definition of inclusion, and identifies the elements necessary for creating it in the workplace. It also offers a case study of a manager who has been successful in creating a sense of inclusion in their team, and a framework for evaluating inclusive leadership competency.
2012
Area of focus:
Leadership
This report summarises the inclusive leadership approach. Key foundations of the approach are described as identifying one's own unconscious biases, developing a collective identity amongst the team, and building an inclusive framework (e.g. through explicit protocol) to create a safe environment for the sharing of ideas. Notes are provided on strategies for inclusive team meetings, and a model is presented depicting several organisational and talent elements which contribute to corporate culture, with accompanying strategies for incorporating inclusion and diversity into each facet of the organisation.
2013
Area of focus:
Leadership
The introduction of this report re-states the business case for diversity, provides a round-up of gender diversity statistics for businesses across 13 nations as of 2013, and summarises the findings of the previous seven years of research in McKinsey & Company's Women Matter series.This study of women surveyed 1,400 managers from various companies world-wide, finding that women in senior or mid-level management were as likely as men to aspire to roles at the senior executive level, but were less confident of success in achieving this. Comparing answers given by "confident" and "unconfident" respondents, the research concludes that collective factors were twice as influential as individual factors. Three major issues and barriers are identified: insufficient engagement from men, many of whom are unaware of the obstacles professional women face, and some of whom believe that gender diversity initiatives are unfair or harmful; a current "anywhere, anytime" performance model which penalises women; and prevailing leadership styles which hinder women reaching the top.The paper reaffirms McKinsey's "ecosystem" of gender diversity measures, as outlined in the 2010 report, stressing that the shortcomings of corporate culture and mind-sets must be addressed through inclusiveness programmes, sponsoring and revised HR policies and practices.
2013
Area of focus:
Leadership
A paper examining beliefs and biases in the Australian Public Service (APS). Current statistics are presented in gender representation across Australian departments, as is a thorough review of recent literature on unconscious biases in workplaces, including two recent case studies from the APS. Three propositions were empirically tested in a survey of male and female APS staff: that competing priorities (work versus family) hinder women from opting for leadership roles; that negative male perceptions of women's ability to lead impede their progress; and that structures and cultures within the APS hamper women's progress by institutionalising policies and processes which give men an advantage, thus weakening women's confidence. Ten statements on barriers facing women were provided to male and female respondents, at different role levels and within male-centric and non-male organisations. Respondents were also asked to place their own organisation on a continuum from "exclusive" to "inclusive". Results are tabulated and discussed, and narrative statements on the different bias propositions from both genders are provided as illustrations.The report provides 16 key findings, including that men see "competing priorities" due to family as women's main barrier, that men are more likely to promote themselves to others, and that many women feel excluded from networks leading to advancement. The conclusion presents "pathways" that organisations can follow towards inclusive leadership, and recommends committed support from male leadership through four combined categories of actions.
2013
Area of focus:
Leadership
Building on the results of Bain & Company's 2011 report What Stops Women Reaching the Top?, this study surveys members of Australia's business community to establish the organisational characteristics and individual leadership behaviours which contribute to environments where diversity is valued and women feel able to reach their full potential. The measure used here, as in other Bain & Company research, is a Net Promoter Score which evaluates the degree to which employees would recommend their organisation to their peers.The survey found that the middle years of women's careers are a low point in their positive comments about their employers, as they encounter the simultaneous obstacles of career break and issues with their style of leadership and fit within the organisation. Positive and negative cycles are described; in the former, a visible presence of women at the top builds commitment and success from women further down.Results are presented for women's evaluations of their own manager's leadership styles, illustrating what styles are associated with higher levels of satisfaction and dissatisfaction. The paper provides a case study of how Woolworth's Australia rapidly improved its gender diversity in senior management, and action points for organisations to build higher levels of advocacy amongst female staff.
2013
Area of focus:
Leadership
This brief article summarises recent research on the retention of women working in the technology sector.Seventy-nine point nine percent of junior and mid-career level women surveyed said they had a role model within their organisation, and the study found that women who had a role model were significantly more likely to have aspirations towards roles in the senior executive than women who did not. The presence of role models also correlated with other factors which had a positive impact on women's advancement. The author argues that it is important for companies to nurture connections between junior and mid-level women with people at the top, who can support them through networks, sponsorship and mentoring. The gender of the role model did not appear to matter. When asked to name a woman in the technology sector they admired, respondents named 86 different women, suggesting that a variety of inspirational female leaders does exist.
2011
Area of focus:
Action, Data Story
A UK government report commissioned to provide recommendations for increasing female representation on boards of listed companies. The report argues the business case in terms of increased financial performance resulting from improved board performance, access to a wider talent pool, responsiveness to the market and better corporate governance.An analysis of current (as of 2011) UK diversity statistics is provided, as is a description of typical board sizes, compositions and skill requirements. An appendix provides a wide-ranging report on statistics from other nations, and strategies employed by governments to improve representation. Case studies from Norway and Australia are described in detail. A survey of executives' beliefs about barriers and avenues to change was undertaken, the results of which are outlined and discussed.The report recommends a business-led approach over the alternative of imposed quotas. Its specific recommendations include: that chairmen and CEOs of FTSE350 companies set out percentages of female representation on boards and executive committees they aim to achieve by 2013 and 2015; that listed companies disclose gender diversity figures annually; that companies be required to establish a diversity policy; that the Nominations Committee's work should be summarised within the annual report for each company; that investors use the gender diversity of a company's board as a criterion for evaluating investments; that executive search firms should draw up a voluntary code of conduct, including diversity and best practice as articles; and that the recognition and development of high potential female candidates be fostered.
2014
Area of focus:
Data Story
This is the fifth in a series of research reports from a global management consultancy. Surveys were distributed to major European firms, assessing female representation at board and executive committee levels, as well as the initiatives in place to transform gender diversity and the success of their implementation. Female representation on boards was found to have increased from 12 percent in 2007 to 17 percent in 2012, while representation on the senior executive had increased from 6 percent to only 10 percent.The report provides data on women's comparative odds of advancement, on average, across all levels of the organisations studied, as well as a breakdown of this by industry. Data is also reported on a number of strategies initiated, and the percentage success of their implementation. Recommendations are provided for "four fundamental elements" necessary to successfully implement transformation within companies.