T he ‘leaky pipeline’ phenomenon describes the progressive loss of female faculty as they advance through their careers. Women start strong in many fields, but their numbers dwindle at higher levels, particularly, though not exclusively, in STEM subjects (science, technology, engineering and maths). Factors contributing to the leak include lack of work/life balance support, a pressure to choose between career and family and a culture that can sometimes feel unwelcoming. Although females represent approximately half of PhD holders, their presence decreases as they go up the academic ladder. According to She Figures, part of the Publications Office of the EU, women only represent around 30 per cent of researchers and 20 per cent of full professorships in Europe; in addition, just 20 per cent of research organisation leaders are women. This phenomenon is intertwined with the ‘glass ceiling’ effect, as the under-representation of women at senior levels in academia contributes to a smaller pool of qualified female candidates for leadership positions in business. In the US, for instance, women only account for around a quarter (26 per cent) of full professorships and a meagre eight per cent of CEO positions. Here, an international, all-female panel of business school heads weighs in on these and other related issues. As female deans, what strategies have you found most effective in navigating and excelling in leadership roles within the competitive field of business education? Marion Debruyne “I would rephrase the question and say ‘As a dean , what strategy have you found most effective?’ because what has helped me is ignoring the fact that I’m a female dean. I’m just a dean getting on with it, trying to build the future of the school with a strong belief and passion for what we are doing. That being said, I have been underestimated at first glance – a lot. You hear it in little comments; I cannot tell you how often I’ve been asked what part of the school I was the dean of and I’ve had to answer: ‘Well, all the parts’. I also think there’s an advantage to catching people’s attention by virtue of being a woman in this role since it’s
ROUNDTABLE REVIEW
still something special and rare. You can use that spotlight and leverage it to the benefit of your organisation.” Cathy Cassell “I wonder whether the way women are usually so astute at organisational politics is because we understand the need to be able to get on with people in order to get things done. For example, in the past I have identified particular people I’m most likely to have challenges with because of their position in the university. I then ensure I’m meeting with them on a monthly basis to keep in touch regarding any issues we might face.” Delphine Manceau “I think connection with people is imperative. Also, get support – not only from female colleagues, but from men too. It’s important to avoid the ‘us-versus-them’ syndrome. Another key element is to be both an idealist and a pragmatist. Have big ideals that you’re trying to pursue, but also try to be realistic about what can be done. One big challenge – but also the route to success – is to combine the two and make sure you don’t lose sight of your ideals when you take into account the daily constraints you face.” Wendy Loretto “Looking at it from a gendered perspective, I would say, ‘Get used to being patronised’. As a female dean, you’re much more likely to get patronised than a male. How you deal with that in terms of strategies depends very much on individual personalities. Some may respond and call it out every time and that’s certainly my own way of dealing with it. As the chair of my advisory board said: ‘Wendy is known for being firm, but people don’t always realise it’. It’s about being persistent, building on the relationships and calmly working your way through.” Catherine Duggan “What I’ve found most effective is to take a mission-driven approach. It is, of course, critical to focus on personal and organisational values, to be pragmatic and to build relationships, but I also try to constantly take a step back and remember what we’re doing and why. That’s true at both a personal level and an organisational one – I genuinely feel that we’re doing something really important and staying focused on that fact makes it much easier to filter out some of the noise that can make leadership roles in academia so challenging.” Barbara Stöttinger “I think it’s important to stick to your own values – they are your guiding light whenever you are confronted with negative experiences. You’re always sticking out in a
Ambition | MAY 2024 | 13
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