Impact of leadership development and facilitated peer coaching on women's individual, collective, and organizational behaviors in human services

Hopkins, Karen; Meyer, Megan; Afkinich, Jenny; Bialobrzeski, Eva; Perry, Venessa

doi:10.1002/nml.21487

Cited by 3 publications

(2 citation statements)

References 50 publications

(56 reference statements)

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“…Boards, then, may consider the growing market of offerings (Greenwood & Anas, 2021) they can utilize to help executives' mental wellbeing at work. Recent evidence indicates executives may especially benefit from longer-term support systems, like a coach or peer mentorship (Hopkins et al, 2022).…”

Section: Takeawaysmentioning

confidence: 99%

Understanding nonprofit leader engagement and turnover: A story of job demands and resources

Thomas

2023

Nonprofit Mgmnt & Ldrshp

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Nonprofit groups deeply rely on their executives to fulfill a demanding, often isolated, role leading the group in carrying out its mission. Although much research has focused on the effects of these leaders and great investment has been made in developing a talent pool to fill nonprofit leadership needs, almost no research has explored the experiences of nonprofit executives themselves. For nonprofit boards and nonprofit leadership development programs, this is a serious deficit in understanding the factors that drive engagement or withdrawal from the job. This paper reports the results of a two‐phase mixed methods research study that applied the Job‐Demands Resources (JD‐R) Model to understanding the energizing and depleting elements of professional life as a nonprofit executive. Phase 1 featured in‐depth, firsthand interviews with nonprofit executives from a variety of groups. Phase 2 progressed the research with a quantitative analysis of survey responses from more than 100 active nonprofit leaders. The results of both studies reveal important insights to supportively motivate and retain these critical executives: (1) leaders fulfill very unique jobs, although the JD‐R model can provide an organizing framework for understanding their depleting demands and energizing resources; (2). Boards of Directors can act as a demand or a resource, and executives' (dis)satisfaction with their Boards importantly predicts turnover and burnout; (3) executives need more social support in doing a sometimes lonely job. Limitations and future directions for research are also discussed.

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Section: Takeawaysmentioning

confidence: 99%

Understanding nonprofit leader engagement and turnover: A story of job demands and resources

Thomas

2023

Nonprofit Mgmnt & Ldrshp

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“…As well as policy change in relation to work-life balance for midlife women, personal development has an important part to play in supporting and retaining senior level women in the talent pipeline within organizations (Leimon et al, 2022). Research identifies the value of coaching to women as a key support for their development (Gray et al, 2019;Hopkins et al, 2021;Dunn, 2022). Stout-Roustron (2013) argues that coaching is one of the key financial investments that can help retain female talent and embed gender diversity in organizations.…”

Section: Developmental Coaching For Senior Female Leadersmentioning

confidence: 99%

Senior Female Leadership: An Exploration of Midlife Experiences and the Relevance of Developmental Coaching

Patterson,

Rose

2023

POC

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The paper aims to increase our understanding of women's experience of senior leadership during midlife and explores how developmental coaching can support women at this career stage. Developmental coaching is identified as relevant to periods of transition in a person's life as it focuses on the person themselves rather than their skills or performance. An interpretivist, qualitative method using semi-structured interviews was applied to a sample of senior midlife female leaders in order to explore the relevance of this coaching approach. Rich data were drawn from a sample of senior female leaders including VPs and C-Suite who shared their midlife experiences, and the role coaching can have at this career stage. Our findings challenge existing narratives of midlife as a period of female decline and confirms the need to understand the diversity of midlife experience across age ranges. More importantly the findings align with previous descriptions of developmental coaching. Critically they support the need to adopt a holistic approach to coaching senior midlife women that takes into account both the professional and personal challenges inherent in this key developmental transition period. This requires a coaching relationship based on an advanced level of coaching maturity and experience on the part of the coach.

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Evaluation of Leadership Training and Resilience Development Outcomes during the COVID-19 Pandemic

Vito,

Schmidt-Hanbidge,

Brunskill

et al. 2023

Human Service Organizations: Management, Leadership & Gover

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Impact of leadership development and facilitated peer coaching on women's individual, collective, and organizational behaviors in human services

Cited by 3 publications

References 50 publications

Understanding nonprofit leader engagement and turnover: A story of job demands and resources

Understanding nonprofit leader engagement and turnover: A story of job demands and resources

Senior Female Leadership: An Exploration of Midlife Experiences and the Relevance of Developmental Coaching

Evaluation of Leadership Training and Resilience Development Outcomes during the COVID-19 Pandemic

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