Advancing female clients careers: Mentoring research contradicts assumptions

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Advancing female clients careersMentoring
research contradicts assumptions Carol J.
Chamove MA Arnold S. Chamove DScMassey
University School of Psychology, New Zealand
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Percentage of Executive Managers that are Women
Catalyst (2005) South African Women in Corporate
Leadership Census
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We do practical research for coaching and
mentoring practitioners who help women advance in
business

• Why so few women in top positions?

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Catalyst askedAll Male CEOs and 1251 Female
Executivesof Americas Fortune 1000 Companies to

• Identify the Barriers they considered to be most
  significant in preventing women from advancing to
  the highest levels of corporate leadership
  Catalyst (1996) Women in corporate leadership
  progress and prospects. New York Catalyst

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We assumed (1)

• Males Executives would identify the same barriers
  to advancement as Female Executives

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Surprisingly men identified the barriers quite
differently from women

• Males Lack of Experience
• Females Inhospitable Work
  Environment

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Males Five Top Barriers to Career Advancement
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Females Five Top Barriers to Career Advancement
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Top-Ranked Barriers to Career Advancement
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Our two questions

• 1. Will male mentors help their protégés with
  the Experience barriers that Male Executives
  judge as important regardless of their protégés
  gender?or the Environment barriers that Female
  Executives consider important?
• 2. Will help with Experience or Environment
  barriers have the most Impact on a protégés
  career?

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• 115 New Zealand Institute of Management Fellows
  and Associate Fellows and other Executive and
  Senior-level business people
• 50 were male mentors with male protégés
• 33 were male mentors with female protégés
• 15 were female mentors with female protégés
• 1 was a female mentor with a male protégé
  Chamove, C. J. Chamove, A. S. (2002)
  Mentors. New Zealand Management, 49, 22-23

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We assumed (2)

• Male mentors would help their protégés with what
  males value regardless of their protégés gender

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Level of Assistance by Different Gender Pairs
F(4, 94) 2.59, p lt .04
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Our questions

• 1. Will male mentors help their protégés with
  those Experience barriers that Male Executives
  judge as important regardless of their protégés
  gender? or those Environment barriers that
  Female Executives consider important?
• 2. Will help with Experience or Environment
  barriers have the most IMPACT on a protégés
  career?

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We assumed (3)

• What Male and Female Executives say is important
• is important for career success

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Impact of Level of Assistance on Career Success
F(8,122) 2.94, p .005
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We assumed (4)

• Networking is important for career success,
  especially for women

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Networking Does Not Influence Career Success of
Women
F (4, 65) .382, p .821 N.S.
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Our conclusions

• Female protégés appear to be influencing the type
  of assistance their male mentors provide them,
  even when such assistance may not be having the
  most impact on their career

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• Carlys Executive Coach told her, If you push
  too much for change, too fast, Hewlett Packards
  cultural antibodies will attack you.

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Fiorinas Lesson for Coaches

• What doomed Fiorinas reign is what has
  especially plagued other top-ranking female
  executives -- a lack of operating experience.
• Fiorina lacked the kind of manufacturing,
  engineering, finance, or research experience that
  would have helped her execute her vision at
  Hewlett Packard.
• Now what would you have said to Carly when she
  joined HP?

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Advocate the right type of help

• Is right what the client wants?
• Is right what the coach assumes?
• Is right what does the job?
• We suggest that right is based on
  evidenced-based research rather than clients or
  coachs assumptions

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• Partly supported by
• Massey University New Zealand Institute of
  Management
• Innovate

Advancing female clients careers Mentoring
research contradicts assumptions Carol J.
Chamove Arnold S. Chamove
Presented _at_ 2nd Australian Conference on
Evidenced-Based Coaching, 8-9 October, 2005 _at_
University of Sydney, Sydney, NSW, Australia
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References

• Catalyst (1996) Women in Corporate Leadership
  Progress and Prospects. New York Catalyst.
• Catalyst (2005) South African Women in Corporate
  Leadership Census. New York Catalyst.
• Chamove, C.J. Chamove, A.S. (2002) Mentors.
  New Zealand Management, 49, 22-23.
• Chamove, C.J. Chamove, A.S. (in preparation)
  Protégés Influence Senior-Level Mentors to Help
  Overcome Career Barriers Gender differences,
  proximity, and formality, Journal of Applied
  Psychology.

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