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© Dr Karam 2011-2012 Mentorship & Coaching: Be a Better Leader Dr. Charlotte M. Karam American University of Beirut Olayan School of Business

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Presentation on theme: "© Dr Karam 2011-2012 Mentorship & Coaching: Be a Better Leader Dr. Charlotte M. Karam American University of Beirut Olayan School of Business"— Presentation transcript:

1 © Dr Karam Mentorship & Coaching: Be a Better Leader Dr. Charlotte M. Karam American University of Beirut Olayan School of Business

2 Queen Bees Are you a Queen Bee? As you move forward and upward will you be a Queen Bee? As a collective are we a network of Queen Bees?

3 © Dr Karam Queen Bee Phenomenon Western-Based research on female managers, executives and business leaders has coined the term queen bee Suggests bad behaviour from successful women to other women in their organization and/or profession. The Queen Bee is commonly constructed as a power-holder who stings other women if her power is threatened. Staines, Travis & Jayerante (1973) summarized this as if I can do it without a whole movement to help me, so can other women. (Abramson,1975; Baumgartner & Schneider, 2010; Mavin, 2008; Staines, Travis & Jayerante, 1973)

4 © Dr Karam Are there Arab-Region Queen Bees??? We are exploring this question in research and consulting Attempting to uncover indigenous female leadership models within context This is, overall, a complex multifaceted and multilevel research endeavor Macro-Level Collectives Organizations Individual

5 No Doubt, We Have Successful Women How have they been mentored and coached? Are they mentoring or coaching others? Have they been mentored and coached by others?

6 Macro-Level: Environment within which Women Work & & (Karam & Afiouni, 2011) Navigation Strategies…

7 Collectives: Groups Working to Improve the Status of Women at Work Various Intergovernmental Government Initiatives (e.g., MDG) Various Social Media Interactions (e.g., No Women. No Play; Kalam Nawaem; Adventures of Salwa) Various Women's groups working for change (e.g., Karama regional womens rights NGO) Various Forums for Interactions and Networking of Women (e.g., AIWF) (Karam & Jamali, 2013)

8 Organizational-Level: HR Practices as Barriers and/or Facilitators Less clear. Not much known. Regional data collection from companies to learn more about what they are doing to advance women in business and management. The results of this survey will contribute to a global report on women in business and management to be published in HR policy- Family Friendly Equal employment opportunities (EEO) Diversity policy Sexual harassment policies Anti-discrimination policies Freeze the promotion clock during maternity leave Child daycare Work schedule Medical Coverage Tuition fees coverage Indigenous HR policy Hajj leave Medical escort leave for wife or wives Medical coverage for family and families Long bereavement leave (idda) Daily prayer breaks (salah) Ramadan working hours (Karam & Afiouni, 2011) We see some positive changes. But there is GREAT room for improvement in the area of: HR policy development CSR initiatives We need organizational trend setters

9 Individual-Level: What about YOU?? What about ME? Am I a Queen Bee? Are you? Do I want to become one? In my personal experience working my way through my career as an academic and as a consultant, I have come to the conclusion that – they only way to really answer this question is to reflect on my personal capacity for leadership Reflect on leadership skills and capacity for leadership development

10 © Dr Karam Paradigm Shift There has been a Paradigm Shift in the way we think about Leadership A shift in the shared mindset about leadership that represents a fundamental way of thinking about, perceiving, and understanding the exchange between Leaders and Members 10

11 © Dr Karam The New Reality for Leadership CLASSIC Paradigm Stability Control Competition Uniformity Self-centered Hero NEW Paradigm Change/crisis mgt. Empowerment Collaboration Diversity Higher ethical purpose Humble Stability Something else widely documented …

12 © Dr Karam Reasons for Leader Derailment 1.Acting with an insensitive, abrasive, intimidating, bullying style 2.Being cold, aloof, arrogant 3.Betraying personal trust 4.Being overly ambitious and self-centered 5.Having specific performance problems in practice 6.Overmanaging, being unable to delegate or build a team 7.Being unable to select and guide good subordinates The leader within (Intra-personal ) The art of leadership (Inter-personal)

13 © Dr Karam HARD PROFILESOFT PROFILE WORK - Accounting - Investing - Hiring - Networking - Getting along with others - Having appropriate manners - Delay of gratification LIFE - Financial Provider - Budgeting - Having a job - Fun-time - Caring/nurturing - Ability to take the time to relax The Intra-Personal: Why Leave You Unexamined?

14 © Dr Karam Think about our relationships -Work on making things mutually beneficial -Seek feedback … coaching -… The Inter-Personal: How do you interact with and impact others?

15 © Dr Karam Think of a mentor or someone who inspired you? What did he/she do? What did he/she do that was different?

16 © Dr Karam Those that Inspire Transformational leaders Research suggests that these individuals because they are: 1) charismatic 2) intellectually stimulating 3) engaging in developmental considerations Do you do the same? Do you mentor?

17 Two Sides of the Same Coin For You: Seek mentors. Ask for coaching when you need it. For Others: Provide mentorship. We can coach others to bring out their best. Orchestrate – Harmony to tell their own stories as they build the hive!

18 © Dr Karam Thank You

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