A PATHWAY TO SYSTEMIC CHANGES IN STEM LEADERSHIP: INCREASING REPRESENTATION OF WOMEN THROUGH THE EXTERNAL MENTOR PROGRAM

Abstract

Leadership advancement is more difficult for women in STEM than their male counterparts, and while women are as committed to their academic careers, they face many systemic barriers. Mentoring programs can be one effective approach to mitigating these barriers by facilitating individuals' career development, in turn creating organizational changes. Through quantitative and qualitative analysis, using a case study approach, this paper examines the External Mentor Program outcomes with respect to supporting women faculty in their own career advancement and in creating systemic changes. We found that participants were generally satisfied with this program, reporting an increase in research and writing productivity, as well as expanded networking opportunities and an improvement in their own mentoring abilities. The External Mentor Program also had an effect on the women faculty's departments' culture and climate, which potentially has the ability to transform the larger organization/institution. Change within individual academic units is foundational to shifts in the overarching structures at the college and university level. This mentoring program has shown positive outcomes for both the individuals participating as well as their departments, and subsequently the university at large.