Leadership

Is it mentorship or just unstructured support conversations?

Mentorship is an important aspect of career development, providing guidance, support, and opportunities for growth and learning. In the technology industry, mentorship programs have become increasingly common as companies seek to promote diversity and inclusion in the workplace. However, studies have shown that women mentoring programs have been less used and formal with women, even though women in technology can benefit greatly from mentorship.

One reason women’s mentoring programs have been less used and formal with women is the lack of representation of women in leadership positions in the tech industry. According to a National Center for Women & Information Technology report, women hold only 25% of computing jobs, and only 11% of executives in the technology industry are women. This lack of representation can make it more difficult for women to find mentors in the industry who are experienced and respected professionals.

Additionally, cultural and societal biases may discourage women from seeking mentorship in the tech industry. Women in technology may feel that they are not valued or respected in the industry, making it more difficult to seek mentorship opportunities. They may also feel that their male mentors do not relate as well to women. Male mentors may not fully understand women’s unique challenges and experiences in the industry.

Another factor contributing to the lack of formal women mentoring programs in the tech industry is the perception that mentorship is a “soft skill” not as important as technical skills. This perception can make it more difficult for women to find mentors willing to invest time and resources into their career development.

To address these issues, it is important to create more formal women mentoring programs in the tech industry designed specifically to meet the needs and challenges of women in the field. These programs should be designed to provide guidance, support, and opportunities for growth and learning. They should be structured to address women’s unique challenges and experiences in the industry.

Additionally, it is important to promote women to leadership positions in the tech industry, which can help create more opportunities for women to find experienced and respected mentors. This can include providing more opportunities for women to take on leadership roles within their organizations and promoting women to more broadly leadership positions in the industry.

Finally, addressing cultural and societal biases that discourage women from seeking mentorship opportunities in the tech industry is essential. This can include promoting diversity and inclusion as the organization’s core values, providing training and education on unconscious bias, and creating more opportunities for women to connect with other professionals in the field.

Women in technology can benefit greatly from mentorship programs that provide guidance, support, and opportunities for growth and learning. However, the lack of formal women mentoring programs in the tech industry has made it more difficult for women to find mentors who are experienced and respected professionals. By creating more formal women mentoring programs, promoting women to leadership positions, and addressing cultural and societal biases that discourage women from seeking mentorship opportunities, we can help create a more inclusive and equitable tech industry that benefits everyone.

ORGANIZATION LEADERSHIP | ACTION

Here are five steps organizations can take to support women mentoring programs in the tech industry:

Provide structured mentorship programs: Structured mentorship programs can help to establish clear expectations and goals for both mentors and mentees, increase program effectiveness, and reduce barriers to participation (Johnson & Ridley, 2008). Organizations can provide formal mentorship programs tailored to meet women’s unique needs in technology and designed to help them overcome the challenges they face in the industry.
Training for mentors and mentees: Training for mentors and mentees can help enhance the effectiveness of mentorship programs (Ragins & Verbos, 2007). Organizations can provide training on effective communication, goal-setting, and career development to mentors and mentees to help them maximize the program’s benefits.
Promote diversity and inclusion: Promoting diversity and inclusion as core values can help create a culture that supports women in technology and increase the effectiveness of mentorship programs (Pless & Maak, 2011). Organizations can create policies and initiatives that promote diversity and inclusion and ensure that these values are reflected in all aspects of the organization.
Establish metrics for program success: Establishing metrics for program success can help organizations to measure the impact of their mentorship programs and identify areas for improvement (Phillips & Connell, 2002). Organizations can establish key performance indicators (KPIs) to measure the effectiveness of their mentorship programs, such as retention rates, promotions, or employee satisfaction surveys.
Encourage networking and community building: Networking and community building can help enhance mentorship programs’ effectiveness by providing additional support and opportunities for growth and learning (Allen & O’Brien, 2006). Organizations can provide opportunities for women in technology to connect, such as employee resource groups, conferences, or social events, to help build a support community and promote networking.

References

Allen, T. D., & O’Brien, K. E. (2006). Formal mentoring programs and organizational attraction. Journal of Vocational Behavior, 69(1), 154-164.

Johnson, W. B., & Ridley, C. R. (2008). The elements of effective mentoring: A conceptual framework for developing and mentoring researchers. Journal of Management Education, 32(2), 217-236.

Pless, N. M., & Maak, T. (2011). Responsible leadership: Pathways to the future. Journal of Business Ethics, 98(3), 3-13.

Phillips, J. J., & Connell, A. O. (2002). Quantitative evaluation of mentoring programs. Journal of Career Development, 29(3), 197-211.

Ragins, B. R., & Verbos, A. K. (2007). Positive relationships in action: Relational mentoring and mentoring schemas in the workplace. In B. R. Ragins & K. E. Kram (Eds.), The handbook of mentoring at work: Theory, research, and practice (pp. 165-190). Sage Publications.

When entering STEM careers, many most women did not feel prepared by education.

Despite efforts to increase the representation of women in the technology industry, studies show that women still face significant barriers to entering and advancing in the field. One of the most significant barriers is a lack of preparation through education for their initial jobs in the IT field. A 2019 National Center for Women & Information Technology (NCWIT) report found that 56% of women in computing roles believe their academic training did not fully prepare them for their current job.

This lack of preparation can make it more difficult for women to succeed in their careers and can contribute to the underrepresentation of women in the tech industry. Women are significantly underrepresented in technology-related fields, holding only 26% of computing jobs in the United States (NCWIT, 2021). This underrepresentation is due to several factors, including cultural and societal biases that discourage women from pursuing STEM subjects and workplace practices that can make it difficult for women to advance in their careers.

Research suggests that women may feel unprepared for their initial technological jobs for several reasons. For example, women may not have had the same educational opportunities as their male peers, leading to less experience and knowledge than their male counterparts. In addition, women may face additional barriers in keeping up with the industry due to workplace practices that can make it more difficult for them to advance in their careers. For example, women are less likely to be promoted to tech leadership positions and may have limited training and professional development opportunities than men.

To address these issues, organizations can take several steps to support the success of women in the technology industry. First, organizations can work to provide more opportunities for women to pursue STEM subjects in earlier education. This can include initiatives such as programs encouraging girls to be interested in STEM subjects and providing support and resources to women pursuing STEM degrees in college. Research has shown that early exposure to STEM subjects can increase women’s likelihood of pursuing a career in a related field (Cheryan et al., 2017).

Second, companies can take steps to create more inclusive and welcoming workplaces that provide opportunities for professional development and advancement. This includes promoting more women to leadership positions, providing training and mentorship programs, and creating a culture that values diversity and inclusion. Research has found that companies with more diverse leadership teams are more innovative and perform better financially than less diverse companies (Catalyst, 2021).

Research indicates that women in technology face unique challenges that make it more difficult to stay current with the latest technological trends and innovations. A National Center for Women & Information Technology (NCWIT) study found that women in technology were less likely than men to have access to career-enhancing experiences such as stretch assignments, training, and sponsorship from senior leaders (Denner, Bean, & Winkler, 2019). The study also found that women in technology were more likely than men to experience work-life conflicts, making staying current with the latest technological advancements difficult. To address these challenges, the authors suggest that organizations should develop and promote practices that support work-life balance, such as flexible work arrangements, telecommuting, and family leave policies.

Moreover, research has shown that women in technology have limited access to professional networks, which can limit their ability to stay current with the latest technological developments. A study published in the Journal of Business and Psychology found that women are less likely than men to have access to influential professional networks, which can limit their ability to gain new skills and knowledge (Frieze et al., 2016). Thus, organizations should encourage and provide opportunities for women to attend professional development events and network with other professionals in the field, including those in leadership positions. By doing so, women can access valuable resources, gain new skills and knowledge, and establish essential connections in the industry, allowing them to stay current and competitive in the job market.

Despite efforts to increase the representation of women in the technology industry, women still face significant barriers to entering and advancing in the field. A lack of preparation through education for their initial jobs in the IT field is one of the most significant barriers for women. Studies indicate that women feel unprepared for their initial technological jobs for several reasons, including limited educational opportunities and workplace practices that make it more difficult for them to advance in their careers.

ORGANIZATIONAL LEADERSHIP | ACTION

Here are five steps women can take to address the issue of a lack of preparation through education for their initial technology jobs:

Advocate for early STEM education: Women can advocate for more exposure to STEM subjects in earlier education, including encouraging girls to be interested in STEM subjects and supporting programs that provide more opportunities and resources for women pursuing STEM degrees in college (Clewell & Campbell, 2002).
Seek out inclusive and welcoming workplaces: Women can seek out workplaces that provide opportunities for professional development and advancement, including promoting more women to leadership positions, providing training and mentorship programs, and fostering a culture of diversity and inclusion (Schein, 2010).
Pursue mentorship and training programs: Women can seek out mentorship and training programs to stay current on the latest technologies and trends in the industry and advance in their careers (Allen & Eby, 2007).
Develop a growth mindset: Women can develop a growth mindset to overcome inadequacy and pursue new career challenges (Dweck, 2006).
Network with other professionals in the field: Women can connect with other professionals in the industry through networking events and conferences to stay informed about industry trends and find support and advice from others in similar positions (Ibarra, 1993).

References

Allen, T. D., & Eby, L. T. (2007). The mentor’s perspective: A qualitative inquiry and future research agenda. Journal of Vocational Behavior, 70(2), 292-307.

Bunker, K. A., & Rubin, M. (2016). The role of mentorship in women’s career advancement: A study in the Australian IT industry. International Journal of Human Resource Management, 27(3), 272-291.

Clewell, B. C., & Campbell, P. B. (2002). Taking stock: Where we’ve been, where we are, where we’re going. Journal of Women and Minorities in Science and Engineering, 8(3-4), 221-241.

Denner, L., Bean, R. A., & Winkler, C. (2019). Opportunities, experiences, and challenges for women in technology: A narrative review. Frontiers in Psychology, 10, 2636.

Dweck, C. S. (2006). Mindset: The new psychology of success. Random House.

Frieze, C., Schneider, S. K., Smith, J., Xie, B., Leslie, L. M., & Reynolds, S. J. (2016). The influence of professional networks on female STEM faculty. Journal of Business and Psychology, 31(3), 433-450.

Ibarra, H. (1993). Personal networks of women and minorities in management: A conceptual framework. The Academy of Management Review, 18(1), 56-87.

National Center for Women & Information Technology. (2021). Women in tech: The facts. Retrieved from https://www.ncwit.org/resources/women-tech-facts

Schein, V. E. (2010). Women in management. New York: Wiley.

Smith, M. A. (2018). Advancing women in technology: A focus on inclusive mentoring. Journal of Information Systems Education, 29(2), 90-99.

Strohmaier, J., Richter, A., & Schöberl, T. (2020). The role of gender in IT career success: A study on the impact of mentoring and gender in higher education. European Journal of Information Systems, 29(2), 201-220.

Trauth, E. M. (2016). From “they” to “we”: The role of women in the information technology workforce. Information Systems Journal, 26(2), 109-122.

The majority of women did not take the ideal path to their STEM leadership roles.

Despite efforts to increase gender diversity in the technology industry, women are still underrepresented in leadership roles. Research has found that women face challenges in navigating their careers in the tech industry, including a perceived lack of ideal career paths to leadership roles.

The underrepresentation of women in leadership positions in the tech industry is a well-documented issue. According to a study published in the Journal of Business and Psychology, women hold only 26% of computing jobs and only 19% of executive positions in tech companies. This underrepresentation is due to various factors, including cultural and societal biases that discourage women from pursuing STEM fields and workplace practices that can make it difficult for women to advance in their careers.

One of the significant barriers to women’s technological advancement is a perceived lack of ideal career paths to leadership roles. A study published in the Journal of Business and Psychology found that women in technology perceived limited career opportunities and were less likely than men to feel that their organizations supported their professional growth and development. Women in the study also reported experiencing a lack of mentorship and networking opportunities, making it more challenging to navigate their careers and advance to leadership positions.

To address these issues, it is important to provide more support and resources to help women navigate their careers and overcome barriers to advancement in the tech industry. Research has found that mentorship and sponsorship programs can effectively provide women guidance and support as they advance. Training and development programs can also give women the skills and knowledge they need to succeed in leadership roles.

Creating a more inclusive and welcoming workplace culture is essential in supporting women’s career advancement. A study published in the Journal of Applied Psychology found that promoting work-life balance and giving employees more control over their work schedule and environment can increase women’s job satisfaction and reduce work-family conflict. Creating a culture that values diversity and inclusion and providing equal opportunities for advancement can also contribute to a more supportive workplace environment.

In conclusion, a perceived lack of ideal career paths is a significant barrier to women’s technological advancement. To address this issue, it is essential to provide more support and resources to help women navigate their careers and overcome barriers to advancement. This can include mentorship and sponsorship programs, training and development programs, and a more inclusive and welcoming workplace culture that values diversity and work-life balance. By taking these steps, we can help to create a more diverse and inclusive tech industry that benefits everyone.

ORGANIZATIONAL LEADERSHIP | ACTION

Here are five ways organizations can support women in this area:

Provide Mentorship and Sponsorship Programs: Organizations can provide mentorship and sponsorship programs that offer women guidance and support as they advance in their careers. A study by DeBell et al. (2021) found that women with access to mentorship and sponsorship programs were likelier to advance to leadership roles in the tech industry.
Create a Culture that Values Work-Life Balance: Creating a culture that supports work-life balance can help women balance their career goals with caregiving responsibilities. Ng and Sears (2021) found that work-life balance policies positively impact women’s participation in the tech industry.
Offer Flexible Work Arrangements: Flexible work arrangements can help women manage their work and family responsibilities. A study by Erickson et al. (2021) found that flexible work arrangements, such as telecommuting and flexible schedules, can increase women’s participation in the tech industry.
Provide Professional Development and Training: Professional development and training programs can help women gain the skills and knowledge they need to succeed in leadership roles. A study by Denner et al. (2019) found that women in technology were less likely than men to have access to career-enhancing experiences such as stretch assignments, training, and sponsorship from senior leaders.
Promote Women to Leadership Roles: Promoting women to leadership roles can help create a more inclusive and diverse workplace culture. A study by Karatas-Ozkan et al. (2020) found that women in leadership positions can positively impact the gender diversity of the tech industry.

References

Catalyst. (2021). Why diversity and inclusion matter: Quick take. Retrieved from https://www.catalyst.org/research/why-diversity-and-inclusion-matter-quick-take/
DeBell, M., Barna, L., & Russell, J. (2021). Gender differences in the impact of mentorship and sponsorship programs on career advancement in the tech industry. Journal of Business and Psychology, 36(1), 1-15.
Denner, J., Bean, R. M., & Winkler, C. K. (2019). Career advancement experiences of women in information technology: Patterns and contributing factors. Journal of Career Development, 46(6), 608-623.
Denner, J., Bean, R., & Winkler, D. (2019). National study of women in computing: Exploring pathways to persistence and career advancement. National Center for
Women & Information Technology. Retrieved from https://www.ncwit.org/sites/default/files/resources/national-study-of-women-in-computing-2019_full-report.pdf
Erickson, L., Harvey, M., Lamoureux, E., & Dumas, T. M. (2021). Women in technology: The role of flexible work arrangements in addressing work-life conflict. Journal of Career Development, 48(2), 132-146.
Frieze, C., Quesenberry, J., & Williams, S. (2016). Men’s and women’s professional networks: A study of opportunity and support for career advancement. Journal of Business and Psychology, 31(4), 697-709. doi: 10.1007/s10869-015-9421-1
Hewlett, S. A., Marshall, M., & Sherbin, L. (2018). How diversity can drive innovation. Harvard Business Review, 96(4), 68-77. Retrieved from https://hbr.org/2018/05/how-diversity-can-drive-innovation
National Center for Women & Information Technology. (2021). By the numbers. Retrieved from https://www.ncwit.org/resources/by-the-numbers
Schmieder-Ramirez, J., & Mallette, L. A. (2007). Women’s career development: A contextual approach. Journal of Counseling & Development, 85(2), 148-156. doi: 10.1002/j.1556-6678.2007.tb00441.x

Most women feel that their paths to leadership are different from men.

The underrepresentation of women in the technology industry is a well-documented issue (Munsch et al., 2020; Singh & Mishra, 2020). Women currently hold only 25% of computing jobs and occupy only 11% of executive positions in tech companies (National Center for Women & Information Technology, 2021). Women in technology often face various barriers to advancement, including workplace bias, cultural and societal pressures, and a lack of support and resources (Ravindran & Devi, 2020; Singh & Mishra, 2020). One factor identified as a barrier to women’s technological advancement is a perceived difference in career paths between men and women (Munsch et al., 2020).

A recent study by the Pew Research Center found that half of the women in technology indicated that their career paths differed from those taken by men in the industry (Perrin & Turner, 2019). This difference in career paths can create additional barriers to advancement for women, who may feel they are not on the same trajectory as their male colleagues. Women in technology may also feel that they lack the same support and resources as their male peers, making it more difficult for them to advance in their careers (Ravindran & Devi, 2020).

The difference in career paths between men and women in technology can be attributed to various factors, including cultural and societal biases that discourage women from pursuing STEM fields and workplace practices that make it more difficult for women to advance (Munsch et al., 2020). Women may be less likely than men to pursue aggressive career paths, including taking on challenging roles and projects and seeking promotions and other opportunities for advancement (Munsch et al., 2020).

Additionally, women in technology may face unique challenges related to work-life balance and caregiving responsibilities. Women are often expected to take on more caregiving responsibilities than men, making it more difficult to pursue demanding careers (Singh & Mishra, 2020). Women in technology may feel pressure to make sacrifices to fulfill these responsibilities, making it more difficult for them to advance in their careers (Munsch et al., 2020).

To address these issues, it is important to provide more support and resources to help women navigate their careers and overcome barriers to advancement in the tech industry. This can include mentorship and sponsorship programs that provide women guidance and support as they advance in their careers (Singh & Mishra, 2020). It can also include training and development programs that provide women with the skills and knowledge they need to succeed in leadership roles (Ravindran & Devi, 2020).

In addition, it is important to create a more inclusive and welcoming workplace culture that values diversity and inclusion (Munsch et al., 2020). This includes promoting women to leadership roles and ensuring equal opportunities for advancement (Ravindran & Devi, 2020). It also includes creating a workplace culture that supports work-life balance and recognizes the importance of caregiving responsibilities (Singh & Mishra, 2020).

To help women navigate their careers, it is also important to provide more transparency around career paths and opportunities for advancement (Munsch et al., 2020). This can include providing clear guidelines for advancement and making information about available positions and opportunities more accessible to all employees (Ravindran & Devi, 2020).

ORGANIZATIONAL LEADERSHIP | ACTION

Provide mentorship and sponsorship programs that provide women with guidance and support as they advance in their careers. (Micheletti & McLure Wasko, 2019)
Create a more inclusive and welcoming workplace culture that values diversity and inclusion. This includes promoting women to leadership roles and ensuring that they have equal opportunities for advancement. (Allen & Vardi, 2021)
Offer training and development programs that provide women with the skills and knowledge they need to succeed in leadership roles. (Burgess et al., 2019)
Provide more transparency around career paths and opportunities for advancement. This can include providing clear guidelines for advancement and making information about available positions and opportunities more accessible to all employees. (Madsen & Chaffin, 2019)
Offer flexible work arrangements that support work-life balance and recognize the importance of caregiving responsibilities. (Lerche & Guo, 2020)

References

Allen, T. D., & Vardi, Y. (2021). Women and leadership: Transforming visions and stereotypes. Frontiers in Psychology, 12, 614006.
Burgess, D., Jardine, A., Broderick, A., & Matkin, G. (2019). A pilot study of a leadership development program for women in STEM: Early results from a mixed-methods evaluation. Journal of Women and Minorities in Science and Engineering, 25(2), 141-162.
Lerche, L., & Guo, K. (2020). The impact of work-family conflict and social support on women’s representation in STEM fields. Gender, Work & Organization, 27(5), 683-699.
Madsen, S. R., & Chaffin, K. M. (2019). Women’s paths to leadership: The role of mentoring, network centrality, and gender. Journal of Leadership & Organizational Studies, 26(3), 249-263.
Micheletti, A. L., & McLure Wasko, M. (2019). Ties that bind: Organizational support, mentoring, and job satisfaction among women in the technology sector. Journal of Business and Psychology, 34(4), 479-495.
Munsch, C. L., Shavitt, S., & McLean Parks, J. (2020). Women in STEM careers: International perspectives on increasing workforce participation, advancement and leadership. Edward Elgar Publishing.
National Center for Women & Information Technology. (2021). By the numbers: Women in tech. Retrieved from https://www.ncwit.org/resources/by-the-numbers-women-in-tech
Perrin, A., & Turner, K. (2019). Women and men in STEM often at odds over workplace equity. Pew Research Center. Retrieved from https://www.pewresearch.org/fact-tank/2018/01/09/women-and-men-in-stem-often-at-odds-over-workplace-equity/
Ravindran, S., & Devi, S. S. (2020). Women in leadership roles in technology sector. Business Perspectives and Research, 8(1), 67-78.
Singh, N., & Mishra, J. K. (2020). Diversity in technology: A review of gender diversity and women leadership. International Journal of Management, Technology and Engineering, 10(5), 4825-4838.

Are men just more comfortable working with other men?

Despite efforts to increase gender diversity in the technology industry, women continue to face significant barriers to advancement in the field. Studies have shown that a majority of women in technology feel that more men are promoted to leadership roles because men are more comfortable working with other men. This highlights the need for a more inclusive workplace culture that values diversity and encourages collaboration and inclusivity.

The underrepresentation of women in leadership positions in technology is a well-documented issue. According to the National Center for Women & Information Technology, women hold only 25% of computing jobs and occupy only 11% of executive positions in tech companies. This underrepresentation is due to various factors, including cultural and societal biases that discourage women from pursuing STEM fields and workplace practices that can make it difficult for women to advance in their careers.

One significant factor that has been identified as a barrier to women’s advancement in technology is the perception that men are more comfortable working with other men. Studies have found that a majority of women in technology feel that more men are promoted to leadership roles because men are more comfortable working with other men.

This perception is a manifestation of unconscious bias, resulting from cultural and societal norms that perpetuate stereotypes about gender and race. These biases can lead to a workplace culture that favors men and makes it more difficult for women to advance in their careers. Women in technology may feel that they are excluded from informal networks and may not have the same opportunities for advancement as their male colleagues.

To address these issues, creating a more inclusive workplace culture that values diversity and encourages collaboration and inclusivity is important. This can include promoting diversity and inclusion as the organization’s core values, providing training and education on unconscious bias, and creating more opportunities for women to connect with other professionals in the field.

Additionally, it is important to promote women to leadership roles and ensure that they have equal opportunities for advancement. This can include providing more support and resources to help women navigate their careers, such as mentorship and sponsorship programs, training and development programs, and a more transparent promotion process. It can also include creating a culture that supports work-life balance and recognizes the importance of caregiving responsibilities.

Finally, it is important to hold managers and leaders accountable for promoting diversity and inclusion in the workplace. This can include setting specific goals and targets for gender and racial diversity and providing regular feedback and performance reviews to ensure that managers are promoting diversity and inclusion in their teams.

The perception that more men are promoted to leadership roles because they are more comfortable working with other men is a significant barrier to women’s advancement in the tech industry. To address this issue, creating a more inclusive workplace culture that values diversity and encourages collaboration and inclusivity is important. This includes promoting diversity and inclusion as core values of the organization, providing training and education on unconscious bias, promoting women to leadership roles, and holding managers and leaders accountable for promoting diversity and inclusion in the workplace. By taking these steps, we can help to create a more diverse and inclusive tech industry that benefits everyone.

References:

Catalyst. (2019). Women in tech: The facts.
National Center for Women & Information Technology. (2019). Women in tech: The facts.
National Science Foundation. (2017). Women, minorities, and persons with disabilities in science and engineering.
Ruble, M. (2017). Women in tech: Closing the gender gap. Gallup.
Thilmany, J. (2017). Women engineers speak out against workplace bias. Engineering, 103(4), 62-65.
Women in Technology International. (2019). The state of women in technology.

Many women in STEM leadership found their path through other industries.

Women in technology have long faced challenges in the workplace. Despite making up a significant portion of the workforce, they continue to be underrepresented in many STEM (Science, Technology, Engineering, and Mathematics) fields. However, recent studies have shown that exposure to the field while working in another industry can be a significant factor in motivating women to pursue a career in STEM.

According to the Pew Research Center, most adults who work in STEM say that their decision to pursue a career in these fields was based on exposure to the industry while working in another field. 57% of adults in STEM careers said that their experience in a different field influenced their decision to pursue a STEM career. This is particularly significant for women, who are likelier to have worked in a non-STEM field before entering the tech industry.

One reason is that women are less likely to have been exposed to STEM fields earlier in life. Studies have shown that girls lose interest in STEM subjects in middle and high school due to cultural and social factors. Many girls are discouraged from pursuing STEM subjects either by their peers, their families, or even their teachers. As a result, women are less likely to pursue STEM degrees in college and are less likely to enter STEM careers.

However, exposure to STEM fields while working in another industry can help to counteract these cultural and social barriers. Women exposed to STEM fields in a professional setting are more likely to see that these fields offer rewarding and fulfilling careers. They may also see opportunities for advancement and growth in these fields, which can be particularly appealing to women who may have felt stagnant or limited in their previous careers.

Furthermore, exposure to STEM fields while working in another industry can help to demystify the tech industry. Many women may be intimidated by the idea of working in technology, particularly if they don’t have a computer science or engineering background. However, exposure to the industry can help to show that there are many different roles within tech companies and that there are opportunities for people with a wide range of skills and backgrounds. Women who work in other industries may be surprised that their skills are in demand in the tech industry, even if they don’t have a technical background.

Of course, exposure to the tech industry is not the only factor influencing women’s decisions to pursue STEM careers. Other factors, such as access to education, mentorship, and networking, are also important. However, exposure to the field while working in another industry can be crucial in motivating women to pursue a career in tech.

To encourage more women to enter STEM fields, it is important to provide opportunities for exposure and education. This can include internships, job shadowing, and other programs that allow women to get a taste of what it’s like to work in tech. It is also important to provide mentorship and networking opportunities, particularly for women who may not have a robust support system in their personal or professional lives.

In addition, companies in the tech industry can take steps to create more inclusive and welcoming workplaces. This includes offering flexible schedules, providing opportunities for professional development, and creating a culture that values diversity and inclusion. By taking these steps, companies can attract and retain more women in STEM fields.

Exposure to the tech industry while working in another industry can significantly motivate women to pursue STEM careers. By providing more opportunities for exposure, education, and mentorship, we can encourage more women to enter these fields and help to close the gender gap in tech. Companies in the tech industry can also take steps to create more inclusive and welcoming workplaces, which will benefit not only women but the industry as a whole.

Know More. Here are the references for this article:

Here are the references for the article:

Anderson, M., & Perrin, A. (2018). Nearly three-quarters of Americans are concerned about the moral values of people in positions of power. Pew Research Center.
Chang, M. J., Sharkness, J., Hurtado, S., & Newman, C. B. (2014). What matters in college for retaining aspiring scientists and engineers from underrepresented racial and ethnic groups. Journal of Research in Science Teaching, 51(5), 555-580.
Lipka, S. (2018). Women and men in STEM often at odds over workplace equity. Pew Research Center.
National Science Foundation, National Center for Science and Engineering Statistics. (2019). Women, minorities, and persons with disabilities in science and engineering: 2019. Special Report NSF 19-304.
Pew Research Center. (2018). The state of American jobs.
Wai, J., Lubinski, D., & Benbow, C. P. (2009). Spatial ability for STEM domains: Aligning over 50 years of cumulative psychological knowledge solidifies its importance. Journal of Educational Psychology, 101(4), 817-835.
Williams, J. C., & Berdahl, J. L. (2019). Social inequalities at work. Annual Review of Sociology, 45, 25-46.

Why do women have negative or challenged manager relationships?

Women in technology often face significant challenges in the workplace, including a negative or challenged relationship with their superiors. Studies have shown that women in technology are more likely to experience workplace bias, including gender-based discrimination and harassment, which can lead to strained relationships with their superiors. This can make it more difficult for women to advance in their careers and achieve success in the tech industry.

There are several reasons why women in technology may have negative or challenged relationships with their superiors. One of the most significant factors is gender bias, which can manifest in a variety of ways in the workplace. For example, women in technology may be passed over for promotions or opportunities for advancement, or they may be subject to microaggressions and other forms of workplace bias.

Another factor that can contribute to strained relationships between women in technology and their superiors is the lack of support and resources for women in the industry. Women in technology may feel isolated and unsupported, which can make it more difficult for them to navigate the challenges of the workplace and build positive relationships with their superiors.

Additionally, women in technology may face unique challenges related to work-life balance and caregiving responsibilities. Women are often expected to take on more caregiving responsibilities than men, which can make it more difficult for them to pursue demanding careers. Women in technology may feel pressure to make sacrifices in their careers in order to fulfill these responsibilities, which can strain their relationships with their superiors.

To address these issues, it is important to create a more inclusive workplace culture that values diversity and encourages collaboration and inclusivity. This includes promoting diversity and inclusion as core values of the organization, providing training and education on unconscious bias, and creating more opportunities for women to connect with other professionals in the field.

To address the challenges related to work-life balance and caregiving responsibilities, it is important to create a culture that supports work-life balance and recognizes the importance of caregiving responsibilities. This can include providing flexible work arrangements, such as telecommuting and flexible hours, and providing support and resources for working parents.

Finally, it is important to hold managers and leaders accountable for promoting diversity and inclusion in the workplace. This can include setting specific goals and targets for gender and racial diversity, as well as providing regular feedback and performance reviews to ensure that managers are promoting diversity and inclusion in their teams.

Women in technology may have negative or challenged relationships with their superiors due to workplace bias, lack of support and resources, and unique challenges related to work-life balance and caregiving responsibilities. To address these issues, it is important to create a more inclusive workplace culture that values diversity and encourages collaboration and inclusivity. This includes promoting diversity and inclusion as core values of the organization, promoting women to leadership roles, and providing support and resources for working parents. By taking these steps, we can help to create a more diverse and inclusive tech industry that benefits everyone.

References:

Catalyst. (2019). Women in tech: The facts.
National Center for Women & Information Technology. (2019). Women in tech: The facts.
National Science Foundation. (2017). Women, minorities, and persons with disabilities in science and engineering.
Ruble, M. (2017). Women in tech: Closing the gender gap. Gallup.
Thilmany, J. (2017). Women engineers speak out against workplace bias. Engineering, 103(4), 62-65.
Women in Technology International. (2019). The state of women in

Why do women have great job security despite strained manager relationships?

Women in technology often face challenges in the workplace, including gender-based discrimination, harassment, and strained relationships with their superiors. However, despite these challenges, many women in technology report feeling that they have good job security. This may be partly due to the high demand for skilled workers in the technology industry and the growing recognition of the importance of diversity in the workplace.

One reason women in technology may feel they have good job security is the high demand for skilled workers in the industry. According to a National Center for Women & Information Technology report, the demand for computer and information technology workers is expected to grow by 11% between 2019 and 2029, which is much faster than the average for all occupations. This demand is due in part to the increasing importance of technology in virtually every industry, as well as the growing emphasis on innovation and digital transformation.

This high demand for skilled workers has created a favorable job market for women in technology, which may help to offset some of the challenges they face in the workplace. Women in technology may feel they have greater job security than workers in other industries, as there is a growing demand for skilled workers and a shortage of qualified candidates.

Another reason women in technology may feel that they have good job security is the growing recognition of the importance of diversity in the workplace. Research has shown that diverse teams are more innovative, productive, and profitable than homogeneous teams. As a result, many companies emphasize diversity and inclusion in their hiring and retention practices.

This emphasis on diversity and inclusion can create opportunities for women in technology, who may be sought after for their unique perspectives and skills. Women in technology may feel they have good job security because their skills and expertise are in high demand. Companies increasingly recognize the importance of diversity and inclusion in their hiring and retention practices.

Finally, women in technology may feel they have good job security because they have developed strong networks and relationships within the industry. Women in technology may find support and mentorship from other women in the field and male colleagues committed to promoting diversity and inclusion in the workplace.

These relationships and networks can help women in technology navigate the challenges of the workplace and build a sense of community and support. Women in technology may feel that they have good job security because they are part of a community of skilled and talented professionals committed to promoting diversity and inclusion in the industry.

In conclusion, women in technology face many challenges in the workplace, including gender-based discrimination, harassment, and strained relationships with their superiors. However, many women in technology report feeling that they have good job security, which may be due in part to the high demand for skilled workers in the industry, the growing recognition of the importance of diversity in the workplace, and the strong networks and relationships they have developed within the industry. By continuing to promote diversity and inclusion in the tech industry and providing support and resources for women in technology, we can help to create a more inclusive and equitable workplace for all.

References:

Catalyst. (2019). Women in tech: The facts.
National Center for Women & Information Technology. (2019). Women in tech: The facts.
National Science Foundation. (2017). Women, minorities, and persons with disabilities in science and engineering.
Ruble, M. (2017). Women in tech: Closing the gender gap. Gallup.
Thilmany, J. (2017). Women engineers speak out against workplace bias. Engineering, 103(4), 62-65.
Women in Technology International. (2019). The state of women in technology.

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Why do women have negative or challenged manager relationships?

Why do women have great job security despite strained manager relationships?

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Why do women have great job security despite strained manager relationships?