Since the start of the pandemic, we, deans of three of Concordia University’s four faculties, have noted with concern a decline in the representation of women in leadership positions in Canada, particularly in academia.
Indeed, many university leaders have recently made the decision to end their mandate or not to renew it. We therefore wonder about the forces at play in this withdrawal, which are certainly multiple and complex, and above all we want to provide possible solutions.
Before the health crisis, we had noted encouraging progress: although modest, the figures indicated an increase in the presence of women in leadership positions within universities. However, in 2021, only 20% of the world’s top 200 universities had appointed a rector, as indicated by Julie Cafley of the Digital Research Alliance of Canada. Additionally, from 2019 to 2021, five presidents did not complete their terms at Canadian universities, and of these, four were women.
The pandemic not only seems to have exacerbated human resource issues in areas dominated by women – such as education and health – and led to worrying economic consequences for the latter, it has also caused a decline in their presence in management positions.
This situation is reminiscent of what is happening in the business world. In 2019-2020, only 23.7% of senior management positions in companies in Canada were held by women, according to Statistics Canada. In addition, women held more vice-presidential positions (27.8%) than company presidents (1.3%). And those numbers have dropped since then.
In 2022, McKinsey published its eighth study on the advancement of women in the corporate world and found that, that year, female managers had left their jobs at a higher rate than their male colleagues.
Challenges
The pandemic has highlighted the challenges that women in particular face professionally and personally, particularly when it comes to balancing work and family life. Did they withdraw temporarily to rebalance themselves, to rebuild themselves? We want it. But this decline shows that the increase in the presence of women in management positions remains fragile and cannot be taken for granted.
Despite significant progress made in the past, has this crisis left a feeling of uncertainty about the future? Where is the next generation? How to cultivate it?
As researchers, professors and academic leaders, we have developed our resilience and skills over the years. The discovery of our abilities was made possible not only by our own determination, but also by the support of our colleagues and mentors, members of senior management and the institutions for which we worked, who showed clear confidence in us and who supported us through the difficulties we had to manage. As leaders, it is our turn to support our teams and colleagues in their trajectory, taking into account their specific conditions.
A first step in the right direction is to identify the obstacles women face in accessing management positions, then take concrete steps to support them in each stage of their professional journey. It is essential to cultivate caring, inclusive, strong and lasting leadership.
This is in part the mission that we give ourselves as deans. But it is important to note that we work in a particular context. Indeed, Concordia University stands out for the significant presence of women within its management: 17 people out of 29, or 58%. Moreover, Concordia’s John Molson School of Management received parity certification awarded by the organization La Gouvernance au feminine, making it the very first of its kind in Canada to receive this recognition.
Kindness
On this International Women’s Day, instead of talking about “female leadership”, we propose the term “caring leadership”, because its characteristics are not exclusively gendered. It is up to us all to reorient our approach to promote the development of each individual.
Let’s encourage team discussions where every voice can be heard and considered. Let’s ensure representation and parity within leadership groups, ensuring that all stakeholders affected by decisions are heard.
Let us collaborate in a spirit of service to others, let us adopt a human and inclusive approach. Let’s highlight individual strengths in order to promote leadership based on consensus and influence. Let us develop and support leadership that promotes collegial and consultative management, leadership that actively uses the qualities and multiple perspectives of our members. And let us have the strength, the confidence and the audacity necessary to implement this new vision within our organizations.
It is through these means, activated intentionally, that we will cultivate the next generation of women academic leaders. Let’s celebrate this International Women’s Rights Day together!