Research Outcomes

A summary of the findings comparing the results from the 3 sectors is available in Senior Women Executives and the Cultures of Management [.pdf] (PDF). This also includes recommendations that are valid for all 3 sectors.

There were interviews with 81 senior executives in higher education, 50 women and 31 men in senior positions (Deans, Directors and above); 49 were in the academic stream, 32 in general staff positions. 74% of these executives, men and women were over 50; only 2, both women administrators were 30-39. There were distinct differences beween men and women from the academic stream in their career paths - the men were more mobile and were more likely to apply for positions from outside the institution, often from overseas. The older women interviewed had struggled against discrimination and many in higher education had been pioneers. But most now did not see themselves as tokens in leadership, expressed great enthusiasm about their positions and what they had been able to achieve. A preliminary assessment of the differences between male and female academics is available in Changing the landscape? [.pdf].

It was apparent that in applying for senior positions many women had been, and some continued to be, reticent about their capabilities, doubting that they should apply for jobs. Some expressed resistance about the demands of senior jobs, raising questions about sustainability of work at this level. This issue is discussed in 'Not Doable Jobs!' [.pdf].

Interviews showed that the most important issue in getting more women into management was explicit support from the senior executive. It was also important that women were present in a 'critical mass', particularly in senior positions so that they could make a difference. This was reflected in a strongly held belief that a critical mass of women at senior levels with the ability to exercise power was significant in attracting other women to management positions. Women valued opportunities to network. They put a lot of emphasis on organisations having strongly expressed value systems. This is discussed 'Putting their hands up!' [.pdf].

Overall, this research project showed that women in senior positions were seen to have had an impact on managerial cultures. Women and men suggested that women approached management differently to men. Women encouraged greater collaboration, more consultative-decision making processes and more collegial workplaces. They were described as encouraging to staff and colleagues and as showing more 'emotional intelligence'. Women were believed to discourage competitive behaviour; to emphasise values such as honesty and integrity; and to focus on the welfare of the organisation, students and their co-workers. This is discussed in 'A demonstrable difference' [.pdf].

Women's promotion had been slow in universities and it was suggested that a slight negative change in the number and proportion of women in senior positions could lead to a rapid decline in their numbers. Continued programs for senior women and mentoring were seen as important for progress. Heavy work pressures were a problem for many executives, male or female. It was apparent that more needed to be done to reach full equity and that issues of management, gender and cultural change must be discussed by both men and women in all workplaces.

Preliminary work on the results for academics suggested that female academics had particular issues, outlined in Changing the landscape? [.pdf].

Based on the findings of the research, the ATN Universities are running a series of workshops through 2004 and 2005, with contributions from Colleen Chesterman. These include presentations to women, to enable them to discuss cultures in their institutions, and discussions with senior management to explore ways of introducing more sympathetic cultures. Workshops are also being requested by other universities.

Research Outcomes:

Senior Women Executives and the Cultures of Management [.pdf]: a brief cross-comparison of public, private and higher education organisations, June 2004
'Not Doable Jobs!' [.pdf]: Exploring senior women's attitudes to leadership roles in universities. Paper presented by Colleen Chesterman to WHEN, Bolton UK, May 2004
'Putting their hands up!' [.pdf]: How to promote and support senior women in universities. Paper presented by Colleen Chesterman to NTEU Women's Conference, July 2004
'They made a demonstrable difference' [.pdf]: How senior women are changing changing management cultures in universities. Based on paper presented by Colleen Chesterman to AHEIA, March 2004
Changing the landscape? [.pdf] Women in academic leadership in Australia. This article published in McGill Journal of Education Vol 38 No 3 Autumn 2003