women in it leadership: forging new paths (177659942)
TRANSCRIPT
7/27/2019 Women in IT Leadership: Forging New Paths (177659942)
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Women in IT
LeadershipForging New Paths Forward
Elizabeth Clark
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ALL IS WELL in the IT universe
for women…yes?
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25% of
IT workforceare WOMEN
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9% of
U.S. CIOsare WOMEN
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21 - 26% of
Higher Ed CIOsare WOMEN
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The History of IT
Are we so
DIFFERENT
?
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WHY is
Higher Educationdoing a better job
than theCORPORATE
SECTOR?
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The History of IT
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organizational
CULTURE
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Glass Ceiling…
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Labyrinth…
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LENS:
socialstructural
perspectiveon
GENDER & INEQUALITY
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What individual and
organizational factors describe
Higher Ed CIOs andtheir work
environments and how
do they differ for
women and men?
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What specific
cultural factors identified throughout
the glass ceiling
literature exist inHigher Ed IT and
how do women and
men’s experiences
within the culture of
IT in Higher Ed differ?
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How do
women CIOs inhigher education IT
explain the
organizational
-level factorsthat contributed to
their ability to attain
the CIO position?
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Research Method
① Quantitative Survey
EDUCAUSE CIOs
• 188 women and menrespondents
② Qualitative Interviews
Semi-structured interviews
• 9 female participants
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Quantitative Findings
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Quantitative Findings: Demographics
Demographic Data (N = 188)
Sex Male: 73.4% Female: 26.6%
Ethnicity White: 84% Non-White: 11.7%
Marital Status Married/Partnered: 90.4% Single/Divorced: 7.4%
Number of Children <=2 Children: 66.5% >2 Children: 29.3%
Employment Status Full-time: 98.4% Part-time: 1.1%
Cabinet Membership Yes: 47.9% No: 51.1%
Demographic Data (N = 188)
Age Mean: 51.76 Median: 52 Mode: 54
Years in Position Mean: 6.14 years Median: 5 years Mode: <1 year
Years at Institution Mean: 11.3 years Median: 9 years Mode: <1 year
Salary Mean: $147,642 Median: $137,500 Mode: $112,500
FTEs Mean: 51-100 Median: 51-75 Mode: 51-75
Org Structure Balanced: 17.6% Decentralized: 8.5% Centralized: 73.9%
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EducationLevel78.3% have Masters or
Terminal Degree
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Top 5
Majors
• Business: 25.5%
• Education: 12.8%
• IT: 11.2%
• Computer
Science: 11.2%• Administration:
4.3%
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Prior
Paths
• CIO
•
Administrative TechDirector
• Academic Tech
Director• Systems Director,
Network Director,
and IT Consultant• Faculty Member
(3.2% and 4.3%)
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For MOST VARIABLES, there were
no statistically significant differences
between women and men
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Women were more likely than mento be CHILDLESS
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Salary mean difference = $13,976
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More women & fewer menpreviously worked in Higher Ed
Business/Financial Affairs
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More men & fewer women
previously worked in Consulting
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More men were CIOs or Systems DirectorsMore women were Admin or Academic
Tech Directors
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Workplace Norms & Climate
Gender as a Predictor of Hours Worked: OLS Regression
Hours spent in the office(N = 185; income imputed)
Women worked more hours IN THE OFFICE
than men
Flexible Job Options: Chi-square Goodness-of-Fit
Compressed work week More men/fewer women USED THIS OPTION
Flex time More men/fewer women used this option
Distributed office More men/fewer women used this option
Workplace Norms and ClimateThree tests: Chi-square Goodness-of-Fit, OLS Regression, Mann-Whitney U
Mann-Whitney U: None of the measures of workplace climate showed a
significant difference between women and men’s perceptions
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Men Women
Cleaning 2.47 3.00
Grocery
Shopping1.62 1.48
Cooking 2.83 3.94
Childcare 8.95 12.69
Eldercare 4.43 5.15
TOTAL 20.30 26.26
On average women spent 5.96 more hours/week
on household chores*
Household ChoresCumulative Average Hours
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Managing Life Outside of WorkManaging Life Outside of Work
More women
& fewer menhired
CLEANING
assistance
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Managing Life Outside of WorkManaging Life Outside of Work
More women
& fewer menhired
COOKING
assistance
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Managing Life Outside of WorkManaging Life Outside of Work
More women
& fewer menhired
CHILDCARE
assistance
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Hiring & PromotionHiring and PromotionTwo tests : Chi-square Goodness-of-Fit and Mann-Whitney U
Mann-Whitney U: None of the measures of perceived bias in hiring and
promotion processes showed a significant difference between women and men
More women & fewer men
felt they were
HIRED because of theirGENDER
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Hiring & PromotionHiring and PromotionTwo tests: Chi-square Goodness-of-Fit and Mann-Whitney U
Mann-Whitney U: None of the measures of perceived bias in hiring and
promotion processes showed a significant difference between women and men
More women & fewer men
felt they were
NOT PROMOTED because of their GENDER
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Hiring & PromotionHiring and PromotionTwo tests: Chi-square Goodness-of-Fit and Mann-Whitney U
Mann-Whitney U: None of the measures of perceived bias in hiring and
promotion processes showed a significant difference between women and men
More women & fewer men
felt they were
PAID LESS because of theirGENDER
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Mentors and Role ModelsTwo tests: Chi-square Goodness-of-Fit and Mann-Whitney U
Mann-Whitney U: There was no significant difference between
how women and men ranked the influence of role models
More MEN & fewer
women had informalmentors prior to
becoming CIO
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Mentors and Role ModelsTwo tests: Chi-square Goodness-of-Fit and Mann-Whitney U
Mann-Whitney U: There was no significant difference between
how women and men ranked the influence of role models
More WOMEN &
fewer men had femaleinformal mentors prior
to becoming CIO
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Qualitative Findings
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Face time is requiredWomen spend longer hours in the office and are using
fewer flex options.
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Gender normsWomen spend more time & are more likely to pay for
household & caretaking duties than men
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Good HR Practices = Fair ProcessUnclear HR practices led participants to believe the hiring
and promotion processes were biased.
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Masculine cultureThe “unwritten rules” of the IT workplace…
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KEEP
CALM AND
NEGOTIATE
ON
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Unique Role, Political RoleIt is political at the top & technicians need to
learn new skills
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Higher Ed IT
BENEFITSoutweigh
disadvantages
• Stimulating work
• Flexible environment
•
Women role models• HE community values
mentoring
• Educational mission
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ALL APPLES, no oranges
Homogeneous population…
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The
Dominant
Discourseis
MASCULINE
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Higher Ed offers POSITIVE
ENVIRONMENTAL options
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Thank You!
Elizabeth Clark:[email protected]