Leadership development programs (LDPs) are one response to the under-representation of women in leadership positions. This article evaluates Homeward Bound, a 12-month LDP for women in Science, Technology, Engineering, Mathematics and Medicine (STEMM) fields that culminates in a three-week voyage to Antarctica. We evaluate the extent that the program supports key features of LDPs for women – including creating a safe, women-only environment, providing professional networking opportunities and using intersectional approaches. We argue that remote locations generate challenges that must be considered in LDP design and implementation. Findings are widely applicable and can inform LDPs in multiple contexts.
AckerS. (2010) ‘Gendered Games in Academic Leadership’, International Studies in Sociology of Education20: 129–52.
2.
AckerS. (2012) ‘Chairing and Caring: Gendered Dimensions of Leadership in Academe’, Gender and Education24: 411–28.
3.
AlvessonM.KärremanD. (2016) ‘Intellectual Failure and Ideological Success in Organization Studies: The Case of Transformational Leadership’, Journal of Management Inquiry25: 139–52.
4.
AtewologunD.SealyR.VinnicombeS. (2016) ‘Revealing Intersectional Dynamics in Organizations: Introducing “Intersectional Identity Work”’, Gender, Work & Organization23: 223–47.
5.
BellS. (2009) Women in Science: Maximising Productivity, Diversity and Innovation, Report prepared for the Federation of Australian Scientific and Technological Societies, Melbourne, Vic.
6.
BilimoriaD.JoyS.LiangX.F. (2008) ‘Breaking Barriers and Creating Inclusiveness: Lessons of Organizational Transformation to Advance Women Faculty in Academic Science and Engineering’, Human Resources Management47: 423–41.
7.
BraunV.ClarkeV. (2006) ‘Using Thematic Analysis in Psychology’, Qualitative Research in Psychology3: 77–101.
8.
BushT. (2018) ‘Relational Leadership: New Thinking or Established Ideas in “New Clothes”’, pp. 177–87 in EacottS. (ed.) Beyond Leadership: A Relational Approach to Organizational Theory in Education. Singapore: Springer.
9.
CarusoD.R.WolfeC.J. (2004) ‘Emotional Intelligence’, pp. 237–63 in DayD.V.ZaccaroS.J.HalpinS.M. (eds) Leader Development for Transforming Organizations: Growing Leaders for Tomorrow. Abingdon, Oxon: Routledge.
10.
ColemanM. (2010) ‘Women-only (Homophilous) Networks Supporting Women Leaders in Education’, Journal of Educational Administration48: 769–81.
11.
CrenshawK. (1989) ‘Demarginalizing the Intersection of Race and Sex: A Black Feminist Critique of Antidiscrimination Doctrine, Feminist Theory and Antiracist Politics’, University of Chicago Legal Forum1: 139–67.
DayD. (2001) ‘Leadership Development: A Review in Context’, Leadership Quarterly11: 4–22.
14.
DebebeG. (2011) ‘Creating a Safe Environment for Women’s Leadership Transformation’, Journal of Management Education35: 679–712.
15.
DebebeGReinertK.A. (2014) ‘Leading with our Whole Selves: A Multiple Identity Approach to Leadership Development’, pp. 271–93 in MivilleM.FergusonA. (eds) Handbook on Race-Ethnicity and Gender in Psychology. New York: Springer.
16.
DebebeG.AndersonD.BilimoriaD.VinnicombeS.M. (2016) ‘Women’s Leadership Development Programs: Lessons Learned and New Frontiers’, Journal of Management Education40: 231–52.
17.
EaglyA.H. (2007) ‘Female Leadership Advantage and Disadvantage: Resolving the Contradictions’, Psychology of Women Quarterly31: 1–12.
18.
EaglyA.H.ChinJ.L. (2010) ‘Diversity and Leadership in a Changing World’, American Psychologist65: 216–24.
19.
ElyR.J.IbarraH.KolbD.M. (2011) ‘Taking Gender into Account: Theory and Design for Women’s Leadership Development Programs’, Academy of Management Learning & Education10: 474–93.
20.
FletcherJ. (2004) ‘The Paradox of Postheroic Leadership: An Essay on Gender, Power and Transformational Change’, Leadership Quarterly15: 647–61.
21.
GutierrezM.TasseT. (2007) ‘Leading with Theory: Using a Theory of Change Approach for Leadership Development Evaluation’, pp. 48–70 in HannumK.M.MartineauJ.W.ReineltC. (eds) The Handbook of Leadership Development Evaluation. San Francisco: John Wiley.
22.
HarrisC.A.LebermanS.I. (2012) ‘Leadership Development for Women in New Zealand Universities: Learning from the New Zealand Women in Leadership Program’, Advances in Developing Human Resources14: 28–44.
HopkinsM.M.O’NeillD.A.PassarelliA.BilimoriaD. (2008) ‘Women’s Leadership Development: Strategic Practices for Women and Organizations’, Consulting Psychology Journal: Practice and Research60: 348–65.
27.
HowellJ.ShamirB. (2005) ‘The Role of Followers in the Charismatic Leadership Process: Relationships and their Consequences’, Academy of Management Review30: 96–112.
28.
InagakiT.K.OrehekE. (2017) ‘On the Benefits of Giving Social Support: When, Why, and How Support Providers Gain by Caring for Others’, Current Directions in Psychological Science26: 109–13.
29.
KassotakisM.E. (2017) ‘Women-only Leadership Programs: A Deeper Look’, pp. 395–408 in MadsenS.R. (ed.) Handbook of Research on Gender and Leadership. Northampton: Edward Elgar Publishing.
30.
KisfalviV.OliverD. (2015) ‘Creating and Maintaining a Safe Space in Experimental Learning’, Journal of Management Education39: 713–40.
31.
LumbyJ.MorrisonM. (2010) ‘Leadership and Diversity: Theory and Research’, School Leadership & Management30: 3–17.
32.
MetcalfH. (2010) ‘Stuck in the Pipeline: A Critical Review of STEM Workforce Literature’, InterActions: UCLA Journal of Education and Information Studies6: 1–20.
33.
MoorosiP. (2014) ‘Constructing a Leader’s Identity Through a Leadership Development Programme: An Intersectional Analysis’, Educational Management Administration & Leadership42: 792–807.
34.
MorleyL. (2013) ‘The Rules of the Game: Women and the Leaderist Turn in Higher Education’, Gender and Education25: 116–31.
35.
MorleyL. (2014) ‘Lost Leaders: Women in the Global Academy’, Higher Education Research & Development33: 114–28.
36.
Moss-RacusinC.A.DovidioJ.F.BrescollV.L.GrahamM.J.HandelsmanJ. (2012) ‘Science Faculty’s Subtle Gender Biases Favour Male Students’, Proceedings of the National Academy of Sciences109: 16474–9.
37.
NashM.DaviesA.MooreR. (2017) ‘What Style of Leadership Do Women in STEMM Fields Perform? Findings from an International Survey’, PLoS ONE12(10): e0185727. https://doi.org/10.1371/journal.pone.0185727
38.
NashM.MooreR. (2018a) ‘An Evaluation of a Leadership Development Programme for Women in STEMM in Antarctica’, The Polar Journal8(1): 110–25. doi: 10.1080/09589236.2018.150475810.1080/2154896X.2018.1468629
39.
NashM.MooreR. (2018b) ‘Exploring Methodological Challenges of Using Participant-produced Digital Video Diaries in Antarctica’, Sociological Research Online, doi.org/10.1177/1360780418769677
40.
NashM.MooreR. (2019) ‘“I Was Completely Oblivious to Gender”: An Exploration of How Women in STEMM Navigate Leadership in a Neoliberal, Post-feminist Context’, Journal of Gender Studies28(4): 496–61.
41.
NgunjiriF.W.GardinerR. (2017) ‘Future Strategies for Developing Women as Leaders’, pp. 423–37 in MadsenS. (ed.) Handbook of Research on Gender and Leadership. Cheltenham: Edward Elgar.
42.
NorthouseP.G. (2016) Leadership: Theory and Practice, 7th edn.Thousand Oaks, CA: Sage.
43.
OspinaS.M.Uhl-BienM. (2012) ‘Exploring the Competing Bases for Legitimacy in Contemporary Leadership Studies’ pp. 1–40 in Uhl-BienM.OspinaS.M. (eds) Advancing Relational Leadership Research: A Dialogue Among Perspectives. Charlotte, NC: Information Age Publishing.
44.
PalinkasL.A. (2003) ‘The Psychology of Isolated and Confined Environments: Understanding Human Behaviour in Antarctica’, American Psychologist58: 353–63.
45.
PetriglieriG.PetriglieriJ.L. (2010) ‘Identity Workspaces: The Case of Business Schools’, Academy of Management Learning and Education9: 44–60.
46.
PrinsleyR.BeavisA.S.Clifford-HordacreN. (2016) Busting Myths about Women in STEM, Report for the Office of the Chief Scientist, Canberrra, ACT, issue 13.
ReillyA.JonesD.VasquezC.R.KrisjanousJ. (2016) ‘Confronting Gender Inequality in a Business School’, Higher Education Research & Development35: 1025–38.
49.
RiggioR.E. (2008) ‘Leadership Development: The Current State and Future Expectations’, Consulting Psychology Journal: Practice and Research60: 383–92.
50.
RussonC.ReineltC. (2004) ‘The Results of an Evaluation Scan of 55 Leadership Programs’, Journal of Leadership and Organizational Studies10: 104–7.
51.
Sanchez-HuclesJ.V.DavisD.D. (2010) ‘Women and Women of Color in Leadership: Complexity, Identity, and Intersectionality’, American Psychologist65: 171–1.
SuedfeldP.SteeleG.D. (2000) ‘The Environmental Psychology of Capsule Habitats’, Annual Review of Psychology51: 227–53.
54.
SugiyamaK.CavanaghK.Van EschC.BilimoriaD.BrownC. (2016) ‘Inclusive Leadership Development: Drawing from Pedagogies of Women’s and General Leadership Development Programs’, Journal of Management Education40: 253–92.
VinnicombeS.SinghV. (2002) ‘Women-only Management Training: An Essential Part of Women’s Leadership Development’, Journal of Change Management3: 294–306.
