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 6 publications

(3 citation statements)

References 50 publications

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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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“…Leaders who are more self-aware and connected to others have a higher probability of creating inclusive environments that support a sense of belonging and diversity and establishing relationships at all levels of an organization (Hopkins et al, 2022). In the researcher's research site, a nonprofit women's development organization, stakeholders have committed themselves to creating an inclusive organization where all women feel they belong, reducing the conflict that women face between showing up authentically and having a sense of belonging, Dissimilar to transactional leadership, which is more commonly found among male leaders, transformational leadership is more strategic, long-term thinking in nature embraces continuous process improvement and sustains results through teams, collaboration, and organizational synchronization (Elwin & Jones, 2017).…”

Section: Women As Transformational Leadersmentioning

confidence: 99%

Cultivation of professional leadership behaviors in women

Stripling

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Leadership and business management practices and behaviors are historically hegemonic masculine in nature, creating environments of competition and conquests of masculinity, offering a limited perspective on the feminine experience with Professional Leadership Behaviors (PLB). This action research study investigated the strategies used to enhance the understanding of how professional women cultivate PLB within the context of a women-centered nonprofit organization by evaluating how they transition from a transactional understanding to a transformative experience of how they incorporate PLB into their lived experience. The research site was selected as nonprofits have played a historical role in developing and providing women with opportunities when traditional professional paths were unavailable. The study is rooted in the Participatory Action Research (PAR) methodology and used a mixed-method approach for data collection by integrating the contextualized thick-rich data of the qualitative approach with the generalizability and valid insights that quantitative data provides. Five participants completed a multi-stepped action-step plan implemented and evaluated across four to six weeks. The three key findings that resulted were: (1) that the women's nonprofit fosters an environment of psychological safety; (2) women transition from a transactional to a transformative state when they were empowered by the community and feel they belong; and (3) transformative thinking is an intentional act supported by critical reflection, coaching, and debriefing. Professional women are navigating organizational cultures created by and for men and are being held to standards that do not align with their definitions of or experiences with PLB. This study provides insights into the feminist perspective on cultivating PLB and the traits they value in leadership. It supports organizational change efforts for how to include a women's voice and perspective in the development of leadership practices.

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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 6 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

Cultivation of professional leadership behaviors in women

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