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

© Dr Karam 2011-2012 © Dr Karam 2011-2012 © Dr Karam 2011-2012

Mentorship & Coaching:

Be a Better Leader

Dr. Charlotte M. Karam

American University of Beirut

Olayan School of Business

[email protected]

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?

© Dr Karam 2011-2012

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)

© Dr Karam 2011-2012

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

No Doubt, We Have Successful WomenHow have they been mentored and coached?

Are they mentoring or coaching others?

Have they been mentored and coached by others?

Macro-Level: Environment within which Women Work

Macrolevel

Family Networks

andandand Connections

Economic andandand

Demographic Factors

Legal Frameworks

Islam Patriarchy

Drivers for Change &

&

(Karam & Afiouni, 2011)

Navigation Strategies…

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 women’s rights NGO)

• Various Forums for Interactions and Networking of Women (e.g., AIWF)

(Karam & Jamali, 2013)

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 2013.

HR policy- Family Friendly

Equal employment opportunities (EEO)

Diversity policySexual harassment policiesAnti-discrimination policies

Freeze the promotion clock during maternity leaveChild daycare

Work schedule

Medical CoverageTuition fees coverageIndigenous 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

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

© Dr Karam 2011-2012

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

© Dr Karam 2011-2012 © Dr Karam 2011-2012

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 …

© Dr Karam 2011-2012

12

Reasons for Leader Derailment

1. Acting with an insensitive, abrasive, intimidating, bullying style2. Being cold, aloof, arrogant3. Betraying personal trust4. Being overly ambitious and self-centered

5. Having specific performance problems in practice6. Overmanaging, being unable to delegate or build a team7. Being unable to select and guide good subordinates

The leader within(Intra-personal)

The art of leadership (Inter-personal)

© Dr Karam 2011-2012 13

HARD PROFILE SOFT 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?

© Dr Karam 2011-2012

- Think about our relationships

- Work on making things mutually beneficial

- Seek feedback … coaching

- …

The Inter-Personal:How do you interact with and impact others?

© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?What did he/she do that was different?

© Dr Karam 2011-2012 © Dr Karam 2011-2012

Those that InspireTransformational 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?

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!

© Dr Karam 2011-2012

Thank You