Catalyzing has a very special guest blogger this week! Catalyst Canada’s own Christine Silva, makes some great points about the “Queen Bee Syndrome”.

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This week, media outlets in India, the UK and US ran stories about the so-called “Queen Bee Syndrome,” a  phenomenon where women bosses ostensibly “wreck a woman’s promotion prospects.” In the guest-post below, Catalyst researcher Christine Silva tackles the myth of the Queen Bee. Don’t buy into the buzz, she writes, female bosses don’t sting.

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Do female bosses “wreck” the careers of their female underlings? This sounds like the plot to a cheesy Hollywood movie—not actual conditions in the workplace.

Catalyst research on the impact of mentorship found that women are more likely than men to have female mentors. Surely this points to the number of women willing to help other women develop and advance?

As a Catalyst researcher, I decided to dig deeper. I found evidence showing women’s capability of being stellar people managers— and an even more critical need for getting women in the highest positions.

The recent news stories about the supposed “Queen Bee Syndrome,” in which women supervisors supposedly harm women subordinates, cite the work of Dr. David Maume of the University of Cincinnati. Interestingly, his original research does not back up the sensational headlines.

Looking closely at the data analysis in Maume’s study, I drew the following conclusions:

- Women employees feel they receive the same job-related support from male and female bosses.

- There is no difference in women’s perceived chance at promotion based on their boss’s gender.

In other words, having a woman manager doesn’t harm a woman employee’s career. Yet somehow some media outlets have interpreted “no difference” between male and female bosses on women’s careers as evidence that senior women are somehow actively holding back rising young women.

Perhaps journalists were confused about Maume’s findings around men. According to his study:

- When men have women bosses, they feel more optimistic about their advancement chances and feel they receive more job-related support than when men have male bosses.

- And thus, compared to the women subordinates, the men with female bosses report more support and greater advancement potential.

The rationale Maume puts forth for why this might be has nothing to do with women preferring to help male subordinates over their female subordinates. Rather, he points to systemic gender biases in organizations. He writes:

The results are consistent with much research showing that workplaces are pervasively male-oriented in their customs, policies, and structures, and that female bosses are no different from male bosses in reacting to organizational preferences to invest in men’s careers more so than women’s (p. 297).

Maume concludes that people may be disappointed if they think hiring more women as managers is the silver bullet to advancing women into leadership roles. Still, I think there’s more hope in his research than he realizes.

Maume’s findings on the experience of men speak to the potential of women to be terrific people managers. In a perfect world, if organizational norms allowed for the equal advancement of women and men, we might find that women bosses are actually preferred, providing strong support to their female and male subordinates alike.

Unfortunately, much Catalyst research shows evidence of inherent biases still operating in workplaces around the world. In Maume’s view, women bosses may feel more constrained as, he says, they “lack the power to impede organizational preferences to foster men’s careers” (p. 296).

And indeed, amongst the highest-earning women in his study, those women with a female boss were more optimistic about their advancement chances than those with a male boss. While he concludes that this means very few women are likely to benefit from those “change agent” women, I think he’s stumbled upon where these female change agents are likely to be most effective: at the top of the house.

The best way to address Maume’s findings is to not to criticize female bosses as “Queen Bees,” but to fix the workplace culture he cites as the problem—namely, to counter pervasive barriers so that women and men alike can excel and advance. Organizations shouldn’t just focus on getting more women in the door, but instead focused on getting more women into the critical roles that could meaningfully influence the culture. These women can tackle the informal workplace dynamics that hold women back in the first place.

Now that’s a news angle I’d love to see covered!

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Christine Silva directs and supports Canadian and global research projects focused on gender and diversity issues and is a co-author of Catalyst’s longitudinal study of high-potential employees. Ms. Silva received a Master of Industrial Relations from the University of Toronto, a Master of Science in Organizational Behaviour from Queen’s University, and has completed doctoral coursework in Organizational Behaviour at Queen’s University. She earned her Honours Bachelor of Science in Psychology and Employment Relations at the University of Toronto.

On March 9, in Montreal, Sunniva Sorby, Membership Manager—Quebec and I attended the most recent event in our Catalyst Connects series, sponsored by BMO Financial Group. Monique F. Leroux, Chair of the Board, President and Chief Executive Officer of Desjardins Group, spoke to a room of almost 100 high-potential women, offering wisdom she’s gained over her career. Below, Sunniva shares the insights that resonated most with her.

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 Some issues are just too important to let competition for market share get in the way. That the advancement of women is one of these issues was clear earlier this month when our BMO-sponsored Catalyst Connects event was held in Montreal. Two high-powered women in banking shared the spotlight when Lynn Roger, Senior Vice President, Talent Strategies and Executive Resourcing Managing Partner, BMO Financial Group, interviewed Desjardins Group CEO Monique F. Leroux about her long and winding road to the top.

Career advice from Ms. Leroux isn’t available every day, and audience members took advantage of the opportunity to ask her questions.

 One woman wondered how she manages difficult situations. The response may sound cliché, but Ms. Leroux’s passion made it live: Be true to yourself. Develop and articulate your own set of core values, and don’t lose yourself along the way. Be a woman of conviction, and don’t compromise on values. And her experience proves that standing for principle enables other people to understand and trust you and your values.

 What did Ms. Leroux identify as her own values? She loves working hard, connecting with people, and making a contribution. She is always looking for ways to make a contribution which, she notes, makes what we do more meaningful. The passion that we bring to work is also more likely to lead to advancement than “targeting” a senior position.

 Ms. Leroux urged her audience to take risks. Without them, she said, you will never get out of your comfort zone or grow. “Stand up for what you believe in,” she said. “And please remember to have a sense of humour along the way!” Especially when tensions are high, it’s helpful to laugh at ourselves and find the people who will help us keep a balanced perspective.

 I was deeply impressed by how Ms. Leroux is very “centred around her core,” and how she never targeted a particular position but rather sought opportunities that would allow her to contribute in meaningful ways. Ms. Leroux’s story proves that values and principles don’t have to be sacrificed for advancement. In fact, they’re the very stuff of success!

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 Le 9 mars, à Montréal, Sunniva Sorby, gestionnaire d’adhésion  – Québec et moi avons assisté au plus récent  événement de notre série “Catalyst Connects”, parrainée par BMO Groupe financier.  Monique F. Leroux, présidente du Conseil, présidente et directrice générale du Groupe Desjardins, s’est adressée à un auditoire d’environ 100 femmes, toutes  possédant un immense potentiel. Elle a partagé avec nous la sagesse qu’elle a acquise au cours de sa carrière.  Ci-dessous, Sunniva partage les idées qu’elle a échangées avec elle. 

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Il est impensable de laisser la concurrence prendre les parts de marché. Certaines questions sont tout simplement trop importantes. L’avancement de la femme est l’une de ces questions qui ont été clairement soulevées plus tôt ce mois-ci lors de notre dernier événement à Montréal, parrainé par BMO ” Catalyst Connects”.

 Deux femmes influentes dans le secteur bancaire partagent la vedette.

 Lynn Roger, première vice-présidente – Stratégies de gestion des talents et renouvellement haute direction, BMO Groupe financier, interroge Monique F. Leroux, présidente du Conseil, présidente et directrice générale du Groupe Desjardins, sur sa longue et difficile ascension vers le sommet.

Les conseils de Mme Leroux à propos de la carrière ne sont pas offerts tous les jours.  L’auditoire en a profité pour lui poser des questions.   Une femme a demandé :”comment gérez-vous les situations difficiles ?” La réponse peut sembler banale, mais Mme Leroux a affirmé :

 Vivez votre passion !  Soyez fidèle à vous-même !

Définissez et respectez vos propres valeurs fondamentales, et ne vous perdez pas en chemin!

Soyez une femme de conviction et ne faites pas de compromis sur vos valeurs.

Son expérience démontre que de se laisser guider par ses principes et de se baser sur ses valeurs permet aux autres de mieux nous comprendre, et par le fait même, engendre la confiance.

Ce que Mme Leroux identifie comme ses propres valeurs ?

Elle aime travailler dur et elle favorise les liens avec autrui, ce qui lui permet de contribuer de façon considérable à son milieu de travail.

 Elle est toujours à la recherche de moyens pour se démarquer ce qui, à son avis, rend ce que nous faisons beaucoup plus significatif.

C’est la passion avec laquelle nous travaillons qui est susceptible de nous conduire à l’avancement vers un poste supérieur, plutôt que le fait de cibler une place spécifique au sein de l’organisation.

Mme Leroux a encouragé son auditoire à prendre des risques. Sans eux, vous ne sortirez jamais votre zone de confort!

« Défendez ce qu’en quoi vous croyez!», dit-elle.

«… Et n’oubliez pas d’avoir un sens de l’humour, tout au long de votre parcours »

Spécialement lorsque la pression est forte, il est favorable d’être capable de rire de nous-mêmes et de trouver des gens qui nous aideront à garder une perspective équilibrée. 

J’ai été profondément impressionnée par Mme Leroux.

Sa façon d’être, son point de mire et son système de valeurs. 

Sa philosophie concernant l’avancement d’un poste : saisir les occasions tout en contribuant de façon importante.

L’histoire de Mme Leroux démontre que les valeurs et les principes n’ont pas à être sacrifiés pour l’avancement.  En fait, ils sont très certainement la clé du succès !

TD Bank Financial Group President and CEO Ed Clark is on a roll. First, he was the inaugural The Catalyst Canada Honours Champion in the Company/Firm Leader category.  Now, he’s been named the 2010 Canada’s Outstanding CEO of the Year.

Coincidence?  Not likely.  Ed’s professional success is based in his understanding of and commitment to the community. He’s one of those progressive leaders who understand that businesses do better when their senior people reflect the diversity of their customers. His personal example has supported a business culture that nurtures and advances talent across the organization. 

It’s that commitment to eliminating barriers to the advancement of women that has made him a good friend to Canadian women in business.

And TD’s business performance proves he’s right!

We’re thinking you should be watching The Catalyst Canada Honours this year—we aren’t saying there’s a correlation, but we do know that what’s good for women is good for business!

This past Friday, CBC Radio’s The Current featured a panel discussion on the lack of women on corporate boards in Canada. Arlene Dickinson kicked off the conversation by sharing parts of an interview I had given ahead of time. In those clips, I recapped the bleak numbers—only 14% of corporate board seats in Canada are held by women and almost half of public companies on the FP500 have no women directors at all.

The three panelists—a Canadian Senator, an American business professor, and the former CEO of a Calgary credit union—all strongly agreed that we need more women on boards. They shared well-established research as well as their personal experiences that having diverse perspectives around the table leads to better outcomes for businesses.

But they disagreed on how to get there. Senator Celine Hervieux-Payette has proposed legislation mandating quotas to increase the representation of women on boards in response to the lack of progress companies have made on their own. Amy Dittmar, Associate Professor of Finance at the University of Michigan’s Ross School of Business, reviewed Norway’s experience with similar legislation, which has led to just over 40% of Norwegian board seats being held by women. She noted that there had been concerns regarding the availability of qualified women board directors, and she argued that with only 16.9% of corporate officer positions held by women in Canada, the same concerns will probably be voiced here as well. She also mentioned a “modest change” that the United States took through the SEC to spur the inclusion of women on boards by implementing the mandatory disclosure of boards’ diversity considerations. Dave Gregory, former CEO of First Calgary Credit Union, said that rather than imposing quotas on companies, we should focus our energy on communicating the bottom-line benefits of diversity so companies will be compelled to make change on their own.

Had I been part of the discussion, I would have reminded the debating panelists that we have a shared goal—getting more women on corporate boards. While the strategies we could use to get there may vary, the key is that we do get there. Quotas are one proven strategy, but I welcome any innovative ideas to make change.

Let’s not waste time and energy arguing about the best ways to get there—let’s get the journey started. We welcome any and all ideas to increase the representation of women on boards. If we want to have impact, we’re going to have to work together to reach our common goal.

The sight of the Peace Tower has always inspired me to think how decisions and debates in the House of Commons and Senate have changed the way we live and work.  From the right to vote to pay equity and the Charter of Rights and Freedoms, the actions of Parliament matter to Canadian women.

So it was a great honour to appear as an expert witness before the Senate Committee on Banking, Trade and Commerce, to contribute to their consideration of proposed legislation to ensure women are appointed to a certain percentage of corporate board positions.

It was gratifying to see a group of Canadian Parliamentarians discussing women on boards.  Are we finally beginning to recognize that the advancement of women is not only about fairness, but a vital issue related to Canada’s competitiveness in the global marketplace?

My key message to the Senators?   Waiting is not a strategy. Canada risks losing critical global advantage to countries that are taking action to ensure that their economies are led by the most talented people, whether female or male.  To compete and flourish in the global economy, Canadian business needs the talents of our very best women.  Until women achieve parity in business leadership roles, they will continue to be marginalized in every other arena. 

Mandated quotas, similar to those in the proposed Canadian legislation, have been successful in Norway, where a legal requirement for women to hold at least 40 percent of board seats, backed by stiff penalties, effectively boosted the number of women board directors after voluntary compliance fell short.  Spain and Iceland have also legislated targets of 40 percent.  France will likely follow suit, and a number of other countries are seriously looking at similar quota legislation.  The UK, Australia and the United States employ mandatory disclosure to improve gender diversity on boards.

Our economic partners and competitors are establishing appropriate ways to diversify corporate leadership.  What about Canada, where we take pride in our commitment to diversity and our leadership on human rights?  At the moment, we’re trailing on efforts to close the leadership gender gap.

The means of achieving gender parity may vary: whether it’s quotas or some other measure, the key is taking the actions to support our statements of commitment.  Any delay puts Canada at risk of losing many of our best and brightest to countries that actively and visibly support diversity at senior levels. 

Throughout the course of the hearings, Senators heard many arguments, informed by data, research and personal experience, about why we need more women on boards, and they raised many questions about whether quotas are the most effective strategy. 

A question about the possibility that the legislation would limit a board’s flexibility in recruiting the most talented directors provided a great opportunity for me to reinforce the point that with only 14 percent of board seats filled by women, it’s clear that boards are not currently tapping into the full talent pool! 

I was glad when another Senator questioned whether the record numbers of women graduating from university would naturally lead to greater parity in the boardroom. A  logical thought, but our research demonstrates that women who have graduated from top MBA programs start in lower- level jobs at lower pay than their male counterparts.  And they don’t catch up over the course of their careers.  Smart, ambitious women know that  barriers within corporate Canada persist, and they know that it will take  more women in leadership to level the playing field.  

While Senators found the arguments compelling, one posed a really interesting question:  If the business case is so clear, why aren’t executives, directors and shareholders lining up in favour of more women on boards? 

My answer?  Progressive business leaders are seeking diversity in corporate leadership.  Progressive nations understand that diversity is part of competitiveness in the global economy.  Parliament can take action to ensure women have the opportunity to use their education, skills, and experience in leadership. 

And make Canada the country of choice for smart women from around the world!

I’ve been reading, as I’m sure you have, the breathless media coverage about today’s well-paid young women. You know, the one who makes more than her boyfriend. These reports are enthusiastic, optimistic—and wrong.

The young woman may make more money than her boyfriend, but the chances are that she makes less, and is in a lower position within her company, than the men she graduated with. Catalyst research, which followed 4,000-plus M.B.A. graduates from top schools around the world, shows a far less rosy picture.

Women started their careers in lower levels than their male counterparts. And they earned approximately $4,600 less per year than the men they had graduated with, even accounting for the fact that they were starting in lower levels.

The initial inequity persists and the pay gap grows throughout their careers. And who are the losers? The women who don’t get the opportunity to achieve their full potential, and earn accordingly, of course.

But, equally seriously, Canadian businesses and the Canadian economy also suffer from the failure to put all our talent to work.

Progressive business leaders, faced with research like Catalyst’s Pipeline’s Broken Promise, question the myth that time and education would sort out the gender inequities. We’ve given it time. Women now earn over half of university degrees in Canada, and make up almost half the workforce.

But the representation of women in executive ranks is not keeping up with women’s educational achievements or presence in the workplace. And women with university degrees still earn only 63 cents for every dollar earned by men.

Business leaders know they can’t put faith in the one-off studies that put women suddenly at the top of the pay heap. And they don’t share the excitement of some media reports about research that show a leisurely climb to equity in 30 years.

They know we can’t afford to wait because they know the competition—across the street or around the globe—is paying and promoting its best talent, regardless of gender.

That’s why they’re introducing mentoring programs for employees, and changing corporate policies that disadvantage women.

Let’s celebrate our progress. But let’s understand that we still need to overcome some tough barriers. And let’s do it before today’s young women attend their own retirement parties.

If a single theme predominated the inaugural dinner of The Catalyst Canada Honours last night, it was change.

Scotiabank President and CEO Rick Waugh,  who is also Chair of Catalyst Canada Advisory Board identified the most important change over the past ten years in the business world as “the cultural shift that has begun in Canadian business and in our broader society.”

Champion Sylvia Chrominska spoke of the cultural shift at Scotiabank since she started in 1979, as more women joined the senior ranks, and both women and men began to recognize the business benefits of diversity at the very top.

TD Bank Financial Group’s Ed Clark—another champion—spoke of the journey for answers to the increasingly complex issues of diversity, and the importance of commitment from everyone in the organization.

Champion Colleen Sidford’s leadership as Vice-President of Ontario Power Generation has shifted attitudes and created opportunities for women in the traditionally male nuclear industry.

In preparing my own notes, I also thought back to one of my earliest disillusionments:  the realization in my final year of high school that a university education would likely allow me to earn only 69.6 cents for every dollar in the pay packet of my male colleagues.

Time for introspection.  Some of it, not pretty.

I thought about the first Catalyst research project in Canada.  In 1997, Canadian CEOs believed that women in senior management would jump from 13% to 24% by 2002.  Well, by 2002, senior management ranks were 14% women.  In 2008, the percentage had reached 16.9%.  In fact, if we continue at the current rate of change, we won’t see that 24% prediction until 2022!

And the pay gap that shocked me so much in 1983?  In 2008, women earned 68.3 cents to every dollar earned by our male colleagues!

So what is this cultural shift that everyone is seeing?  I believe we’ve seen a fundamental shift in the conversation, a shift that gives me hope that things are about to change.

Back in 1983, I believed that women should earn as much as men because it was fair.  Fairness was the basis of the equality rights section of the Charter of Rights and Freedoms.  Fairness was the foundation of the Employment Equity Act of 1985.

Businesses complied with the legislation, but compliance alone does not create equity or an inclusive workplace.  Today, CEOs like Rick Waugh, Ed Clark, and Bill Downe know that their businesses are stronger, more competitive, and ultimately more profitable because their senior ranks reflect the Canadian population in all its diversity.  They know that women bring a valuable perspective to their senior tables.

Most importantly, they know that Canadian companies and the Canadian economy can no longer afford to ignore the talents, skills and commitment of 50% of the population – not to mention those who are outpacing men in higher education degrees.

What I see is both a conversion and a conversation that has shifted from fairness to business case.  The participants in the conversation are no longer only women standing outside the senior management door.  The conversation—and the passionate advocacy—has moved through that door, and men have become partners in the conversation.

And the question is no longer “Why?” but “How?” and “How quickly?”

I take considerable pride that Catalyst Canada has lived up to our name over the past ten years.  Our partnership with business has provided a venue for the conversation.  Our research has informed business programs to support the advancement of women, such as Sylvia’s work at Scotiabank, Colleen’s emPOWERed women program at OPG, and Ed’s Women in Leadership initiatives.

The Catalyst Canada Honours dinner marked our tenth anniversary.  Our Champions—Ed Clark, Sylvia Chrominska, and Colleen Sidford—are leading the way.   And, if the enthusiasm of the sell-out crowd of over 500 members and friends is any measure, their advocacy is gaining supporters in all sectors and businesses across Canada.

Let the conversation continue!  Bring on the change!

The hum of excitement around Catalyst Canada’s office is becoming a crescendo as we prepare for The Catalyst Canada Honours dinner on Wednesday, October 6.

We are delighted that it’s a sold-out event—500 members and friends of Catalyst Canada will join us to celebrate our tenth anniversary!  Ten years of making friends and building partnerships.  Ten years of research and advocacy for the advancement of women in Canada.  Ten years of producing what is considered the “gold standard”  research on advancing women and business.  And ten years of growth and taking on new challenges.

We’re thrilled to celebrate three of the people who have been leading change by encouraging and supporting diversity in their organizations.  The first Catalyst Canada Honours Champions—  TD Bank’s Ed Clark; Scotiabank’s Sylvia Chrominska; and OPG’s Colleen Sidford—are proving what we already know:

What’s good for women is good for business.

C-This, Canada! is a chance for me to highlight recent articles, podcasts, and videos about women and work that have struck me as interesting, informative, or thought provoking.  I hope you’ll use the comments section to let me know about any that I’ve missed—or give your feedback on any that I’ve listed.

First, some media reaction to the report that, despite educational success, Canadian women still earn 63 cents for each of their male counterparts’ dollars:

Canada lags on pay equity

September 8, 2010—Canadian women outperform men at all levels of education, but still make significantly less money in the workplace.  Canada’s gender-wage gap is much wider than that of most developed countries, according to a new report from the Council of Ministers of Education.

http://www.torontosun.com/news/canada/2010/09/08/15282501.html

Women at work: still behind on the bottom line

September 10, 2010—Women in Canada earn less than two-thirds of what men do, a ratio that has scarcely budged in more than a decade and is well below that of other developed countries.

http://www.theglobeandmail.com/news/national/women-at-work-still-behind-on-the-bottom-line/article1699176/

And some intergenerational thoughts on feminism:

The ladies who lambaste

September 3, 2010—With time on their side, and feminism’s wind at their back, older Canadian women are taking action on issues from AIDS to Palestinian peace.

http://www.theglobeandmail.com/news/national/the-ladies-who-lambaste/article1696077/

Outraged  moms, trashy daughters

August 10, 2010—Young women think that feminism is old-fashioned.  Is today’s “Girl Power” taking us backwards, or is it the new expression of women’s empowerment?

http://www2.macleans.ca/2010/08/10/outraged-moms-trashy-daughters/

“Third wave” of feminism urged by prominent Canadian women

September 9, 2010—Equality gap dominates Governor-General’s conference, following suffragettes and push to enshrine women’s rights I law, new focus must be….

http://www.theglobeandmail.com/news/politics/third-wave-of-feminism-urged-by-prominent-canadian-women/article1701942/

And, finally, new Canadian research suggests that women are getting caught in the middle:

Promotion bottleneck blocks women, minorities, study finds

September 21, 2010—Women and visible minorities lag behind white men because of a promotion bottleneck in middle management, a Canadian study tracking advancement says.

http://www.thestar.com/business/article/864206–promotion-bottleneck-blocks-women-and-minorities-study-finds

Glass ceilings, sticky floors, and the bottleneck in the middle

According to Ivey Professor Alison Konrad, women are crashing through the glass ceilings—but only if they can get through the bottleneck in the middle.

http://www.ivey.uwo.ca/publications/impact/default.htm

Earlier this week, parents across Canada watched their kids go off to school, college and university.  Yesterday, the Canadian Education Statistics Council told us that the bright little girl we’re sending off to school is likely to attain a higher level of education than the boy in the next desk—but she’ll earn 63 cents for every dollar he makes. 

After years of struggle for equal opportunity in the workplace, this is disappointing.  But it’s not a surprise.

It supports—yet again—Catalyst research that female graduates of top M.B.A. schools enter the workforce at lower levels than their male colleagues, and earn $4,600 less.  Their promotions are slower, and less lucrative.  So the initial gap continues and grows, year after weary year. 

Women continue to be underrepresented at senior levels of business, despite their educational achievements and despite the influence of women in the economy.  For the individual woman, that is reflected in less personal income and reduced career satisfaction.

Businesses and the national economy are the biggest losers.  They’re losing the opportunity represented by 50 percent of the talent pool, brain power, and capacity for innovation and productivity.  And they can’t afford to continue losing that contribution.

As young women gained strength in business and professional schools, it seemed that equal access to the workplace would lead to equity in the workplace.  Now, we understand that workplace culture has to change—or those little girls who started school last week will be fighting their grandmothers’ battles, all over again.

Isn’t it time to fix it?