Why More Women Don’t Lead and Innovate - Transforming Your STEM Career Through Leadership and Innovation - page 38

TABLE 3.1 Elements of a Developmental Climate in Organizations

Element Statements that Reflect Each Element

Priority of top
management

Our CEO demonstrates a real commitment to the development
of people
The development of people is a key part of our overall business
strategy

Recognition
and rewards

Good performance is recognized and rewarded
We reward people who develop the talents and skills needed for
effectiveness in the organization

Communication High-performing employees are highlighted in the organization's
formal communication channels
People can readily access information about developmental
strategies and opportunities in the organization

Efforts to track
and measure

We have organizational metrics for tracking whether we are
developing the leadership talent we need
Formal development initiatives are regularly evaluated as part of
efforts to enhance their effectiveness
Bosses monitor employees' progress on developmental goals

Resources We do not let short-term business pressure interfere with our

development of people
We take a long-term perspective when planning for development -
five or ten years out, not just tomorrow
We plan development activities for the key points in a career
where they can have the most impact
Our human resources processes (compensation, benefits, and so
forth) all work together to support people development

Employee skills We attract people who are motivated to expand their capabilities
The ability to learn, grow, and adapt to new situations is valued
among employees

Source: Van Velsor, McCauley, and Ruderman (2010)

aspects of an organization can be a good starting point to determine the level of
commitment to development of leaders and talent as well as providing insight into
your future leadership development opportunities.
A Catalyst [6] study asked senior-level executives in the U.S. and Europe to
independently rate the effectiveness of female and male leaders on a select list
of key leadership characteristics [1] . In this study, both men and women rated
women as better at stereotypically feminine “care-taking” skills such as support-
ing and encouraging others. Likewise, women and men rated the men as excel-
ling more at conventionally masculine “taking charge” skills that are essential to
leadership such as influencing superiors and problem solving. Additionally, the
research shows that these perceptions are even more prominent when women