Women leaders in science have a story to tell.

Their stories may inspire courage and resilience in the women who follow them.
Their stories may point to questions about how better to develop leadership presence in women who dedicate their talent to improving life by science.

Overview:

In this study I have heard the stories of nineteen women who, in various capacities and disciplines, are leaders in science. All have earned superior academic credentials in the natural sciences, many with a string of “firsts” in their fields of expertise. Participants include women who are CEO/founders of their own companies or consulting firms, heads of divisions within multi-national corporations, pioneering scientists in start-up companies, and women who have traveled those paths and moved on to apply their expertise in law or venture funding. They range in age from mid-30’s to mid-50’s and represent a variety of ethnic and cultural backgrounds. While highly accomplished and respected in their professional roles, all stress the importance of work-life balance. Especially with respect to family: they are daughters, sisters, partners, wives, mothers, grandmothers; many are the sole or main bread-winner in their household.

In all their diversity, the participants have much in common. They all love science and have tremendous enthusiasm for learning. All of them strive to be the best at something and to make a meaningful contribution in their world—whether in science or otherwise. All acknowledge the capacity of both men and women to be superior leaders; they reject the notion that leadership excellence is primarily a function of gender. They define their success in large measure by their ability to be creative. And they are all astoundingly resilient. They are looking for ways to stay connected to and express an authentic sense of self within whatever role they play. They want—and many are actively dedicated to building—workplace cultures that support women and embrace diversity in tangibly evident and consistent ways. “You can tell a lot about a company by how they treat their women…and whether there are women at the top.”

I have sought out women in science because I believe they have a vital role to play in shaping a sustainable future for humanity. The role of scientific and technological innovation to our economic, social and political well-being cannot be overstated. Women represent a substantial and fast-growing pool of the creative talent in science and technology. What forces are shaping current and future leaders—men and women—so they can meet the challenges before them? As women emerge as leaders in these male-dominated and strongly masculine professional disciplines, are they “merely” stepping into existing molds or are they re-defining and re-shaping the practices of leadership consistent with their values, standards and perspectives? How can “masculine” and “feminine” interact in this domain for the sake of greater wholeness and health in leadership and science? And where do women find support and guidance so they can rise to the call and live to tell the tale—with humor, integrity, grace and dignity?

Participants and Structure for this Qualitative Study:

Interested women leaders who met the following qualifications were invited to apply to participate:

• Professional education and current professional activity in the natural sciences,
  e.g. bio-science, chemistry, physics, etc.
• Currently works in industry (not academia), whether in research, development or management.
• Currently works in a position of leadership within her organization (e.g., decision-making authority over direction and funding of projects, business owner, recognized expert, etc.).
• Willing to share her concerns and recommendations in order to illuminate the path for others.
• Lives and works in the San Francisco Bay Area.

Participation in the study included:

• An in-person interview of approximately 1-1.5 hours.
• A half-day group meeting to which all interviewed women were invited to
  _ Learn about the study results
  _ Engage in dialogue about key issues
  _ Share questions and insights for taking action. (took place in April 2003)

Study Follow-up:

• Individual 1:1 coaching with several participants.
• Launch unique small-group coaching program, responsive to key findings from the study, particularly the unanimous request for meaningful peer mentorship in leadership development: TLCforWomenLeaders.com.
• Possible continuation and expansion of the inquiry (dependent on funding).
• Possible publication of study results (dependent on funding).