By Jime Bopie
Written exclusively for dankreiness.com
In the United States, teaching is a career that was once dominated by men. It was only around the mid-19th century that the profession’s gender composition changed, during the time when the public school system came to fruition. When schools opened their doors to students of varying genders and social classes, the population of educators also became more diverse. Women made up the majority of the country’s teachers by the late 1880s, and soon enough, the teaching profession became known as a feminine pursuit, as it was only one of the few career tracks available to women who did not want to be homemakers.
Fast forward to today, teachers are mostly women, yet they hold a diminishing share of positions, especially in higher education. Despite being a female-dominated profession, men are still more likely to assume leadership roles, and women who are in senior administrative positions are the lowest paid among higher education administrators. The statistics are even more staggering when it comes to BIPOC women.
What gives?
The persisting gender gap
Despite being as qualified and ambitious as men, women still fail to get a hold of the top positions. It’s not because they don’t want them, it’s because they are fighting against unconscious bias and limited workplace support.
Lean In co-founder and CEO Rachel Thomas highlights how the most obvious explanation as to why women are locked out of top positions is because there is a palpable performance bias, or the belief that men are more capable and competent than they are, and that women are less capable and competent than they actually are. This sentiment is so pervasive that it has adverse effects on decision-making.
What’s more, there are some circumstances that prevent women from networking as easily as men, making it difficult to expand their professional circle and seek mentorship. It is harder for women to attend events after work due to home commitments. Women also avoid networking with men in social settings due to the fear of having their behavior misconstrued. When women enlist men as mentors, the relationship can be viewed as more than a strictly professional one.
What women can bring to the table
If higher education wants to be more innovative, Susan M. Bartel, assistant director of the online doctorate in education and higher education leadership programs at Maryville University, highlights how the sector needs to do a better job of integrating and appreciating what both men and women bring to the leadership table. In a piece on Higher Ed Dive on gender equality in leadership, Bartel notes that female leaders offer a slew of unique benefits and qualities that higher education leadership is lacking. For one, women are typically stronger at task orientation, as evidenced by the multiple roles they assume to run a family. Women are adept at multi-tasking and processing different kinds of information all at the same time. They also tend to practice inclusive decision making, with their communal, team-focused, and collaborative leadership style, as opposed to men typically acting alone in decisions.
Women are also known to be effective communicators. Compared to men, women are likely to use more collaborative and cooperative language, shying away from power-based stance and aggressive language. And with transparency, authenticity, and well-developed listening, speaking, and writing being attributes more closely associated with women, there’s no doubt that they can make great leaders.
Looking ahead
In order to improve the quality of scholarship, education, and opportunity, educational institutions must place a priority on the advancement of women in faculty roles. This can be done by communicating the value of diversity, as well as addressing the unconscious bias that prohibits women from progressing in their careers. But achieving true gender equality will only be possible if everyone’s involved. Women need male allies who fight to advocate for the promotion of their female colleagues. ‘Good Guys: How Men Can Be Better Allies for Women in the Workplace’ author W. Brad Johnson points out that deliberate sponsorship has to happen. Men should see to it that their colleague’s name is always in the running for new projects and promotions, and nominate them for stretch assignments. After all, women typically only get opportunities only after getting the job done, and men have always had the confidence to pursue things they have never done before.
