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Leadership Development for Women in New Zealand Universities: Learning From the New Zealand Women in Leadership Program

The Problem. Women continue to be underrepresented in senior academic and general staff positions in universities internationally, and New Zealand universities are no different. In addition, there is limited empirical research on leadership development programs for women. The Solution. This article adds to knowledge in the area by describing and discussing the outcomes of the national New Zealand Women in Leadership (NZWIL) program, which is now in its 5th year of operation. A longitudinal case study approach has been adopted including surveys, phone interviews, and an independent evaluation. The findings suggest that the program has been successful on both an individual and organizational level. Individually, participants have increased their self-confidence and networking skills, enabling them, for example, to apply for promotion and gain it. The Stakeholders. Postsecondary leaders, human resource development (HRD), and leadership development professionals can learn from the findings of this program and adapt them to their context. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Advances in Developing Human Resources SAGE

Leadership Development for Women in New Zealand Universities: Learning From the New Zealand Women in Leadership Program

Abstract

The Problem. Women continue to be underrepresented in senior academic and general staff positions in universities internationally, and New Zealand universities are no different. In addition, there is limited empirical research on leadership development programs for women. The Solution. This article adds to knowledge in the area by describing and discussing the outcomes of the national New Zealand Women in Leadership (NZWIL) program, which is now in its 5th year of operation. A longitudinal case study approach has been adopted including surveys, phone interviews, and an independent evaluation. The findings suggest that the program has been successful on both an individual and organizational level. Individually, participants have increased their self-confidence and networking skills, enabling them, for example, to apply for promotion and gain it. The Stakeholders. Postsecondary leaders, human resource development (HRD), and leadership development professionals can learn from the findings of this program and adapt them to their context.
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