Composing Our Lives—As Women and As Leaders

Abstract

The Problem. Career paths have traditionally been seen as linear progressions, discrete steps along a well-traveled avenue, and leadership development articulated as a list of winning skills and behaviors. Alternate models are needed, in particular those relevant to the career and leadership development of women. The Solution. This article looks at women’s career paths and development as leaders through the lens of Bateson’s (1989) concept of composing a life. Drawing on the findings of research on the leadership self-identity of women college presidents, a new perspective of composing a career and a leadership identity is offered. The Stakeholders. With implications for career planning and leadership education, this research may be useful for human resource development (HRD) professionals, leadership development and career consultants, and educators—faculty, student advisors, and administrators. It may also be informative, supportive, and inspiring to women in higher education, wherever they stand in their careers.

We are strong and we are resilient: Career experiences of women engineers

“…While these reconceptualizations are gradually re‐shaping the contemporary CD literature, scholars have highlighted that the dominant view still represents a traditional model that emphasizes full‐time, long‐term employment with one organization (Enache et al, ). Organizations frequently view CD as a linear and hierarchical process where success is defined by salary increases and promotions (Alfred, ; Cook, Heppner, & O’Brien, ; Hertneky, ; White, ), and there is a separation between work and family roles (Hertneky, ; Laud & Johnson, ). Such a view largely ignores the complicated career trajectories of contemporary workers and reinforces conditions that disadvantage those seeking non‐traditional career advancements (Enache et al, ; O’Neil et al, ).…”

Experiences of women leaders in non-profit organizations in northern BC.

“…The women also discussed the important role that mentors and role models had on their decision to lead (Fine, 2009). This emphasis on important others is supported by other research (Hertneky, 2012;Kapasi, Sang & Sitko, 2016). In discussing their practice of leadership, the women emphasized open communication and the importance of working as a team (Fine, 2009).…”

“…Research on how women university presidents constructed their leader identities also highlighted the importance of physical presentation (Hertneky, 2012). Interviews with the women university presidents revealed the following additional themes: perceptions of the women as leaders, ability to assess one's effectiveness, key relationships including role models and their team, and the love of learning/teaching (Hertneky, 2012).…”

“…Research on how women university presidents constructed their leader identities also highlighted the importance of physical presentation (Hertneky, 2012). Interviews with the women university presidents revealed the following additional themes: perceptions of the women as leaders, ability to assess one's effectiveness, key relationships including role models and their team, and the love of learning/teaching (Hertneky, 2012). The women university presidents also discussed the paradox of needing to work closely with others while having an elevated level of responsibility that distances them from the rest of their team (Hertneky, 2012).…”

“…Interviews with the women university presidents revealed the following additional themes: perceptions of the women as leaders, ability to assess one's effectiveness, key relationships including role models and their team, and the love of learning/teaching (Hertneky, 2012). The women university presidents also discussed the paradox of needing to work closely with others while having an elevated level of responsibility that distances them from the rest of their team (Hertneky, 2012). Supporting the finding that women leaders often utilize more transformational leadership styles, the women university presidents discussed their leadership styles as being consensus and team-oriented, with power rarely mentioned (Hertneky, 2012).…”