Authentic Talent Development in Women Leaders Who Opted Out: Discovering Authenticity, Balance, and Challenge through the Kaleidoscope Career Model
We investigated the parameters of authenticity, balance, and challenge as viewed through the lens of the Kaleidoscope Career Model to discern the career motives of women who opted out and then returned to the workforce. We also were interested in comparing women and men in their leader practices. We...
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| Format: | Article |
| Language: | English |
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MDPI AG
2021-06-01
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| Series: | Administrative Sciences |
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| Online Access: | https://www.mdpi.com/2076-3387/11/2/60 |
| _version_ | 1797529856844496896 |
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| author | Jennifer Knowles Lisa Mainiero |
| author_facet | Jennifer Knowles Lisa Mainiero |
| author_sort | Jennifer Knowles |
| collection | DOAJ |
| description | We investigated the parameters of authenticity, balance, and challenge as viewed through the lens of the Kaleidoscope Career Model to discern the career motives of women who opted out and then returned to the workforce. We also were interested in comparing women and men in their leader practices. We triangulated quantitative and qualitative methods to explore these phenomena. First, in Study 1, 2009 individuals completed both the Kaleidoscope Career Self Inventory (the KCSI) as well as an abbreviated version of Kouzes and Posner’s Leadership Practices Inventory (the LPI). Participants rated their needs for authenticity, balance, and challenge on the KCSI as well as their leader practices of challenging the process, inspiring a shared vision, modeling the way, enabling others to act, and Encouraging the Heart. Women were found to exceed the leader practices of men, and women were most interested in authenticity. In Study 2, situational mapping and life history process was used to determine themes of eight high-achieving women who opted out. We interviewed an additional 15 women to deeply understand and assess their opt-out and re-entry experiences as well as “career shocks” they experienced upon returning to the workforce. Our second study offers a robust, deep, penetrating look into social ascription processes and endemic discriminatory social structures that hold women back from achieving advancement. To stop this “brain drain” of talent, we propose a series of actions for human resource professionals to develop the authentic leadership talent of women who reenter the workforce. |
| first_indexed | 2024-03-10T10:20:45Z |
| format | Article |
| id | doaj.art-b38de286096443ffbad18c77737fcbea |
| institution | Directory Open Access Journal |
| issn | 2076-3387 |
| language | English |
| last_indexed | 2024-03-10T10:20:45Z |
| publishDate | 2021-06-01 |
| publisher | MDPI AG |
| record_format | Article |
| series | Administrative Sciences |
| spelling | doaj.art-b38de286096443ffbad18c77737fcbea2023-11-22T00:28:53ZengMDPI AGAdministrative Sciences2076-33872021-06-011126010.3390/admsci11020060Authentic Talent Development in Women Leaders Who Opted Out: Discovering Authenticity, Balance, and Challenge through the Kaleidoscope Career ModelJennifer Knowles0Lisa Mainiero1School of Education, Colorado State University, Fort Collins, CO 80521, USACharles F Dolan School of Business, Fairfield University, Fairfield, CT 06824, USAWe investigated the parameters of authenticity, balance, and challenge as viewed through the lens of the Kaleidoscope Career Model to discern the career motives of women who opted out and then returned to the workforce. We also were interested in comparing women and men in their leader practices. We triangulated quantitative and qualitative methods to explore these phenomena. First, in Study 1, 2009 individuals completed both the Kaleidoscope Career Self Inventory (the KCSI) as well as an abbreviated version of Kouzes and Posner’s Leadership Practices Inventory (the LPI). Participants rated their needs for authenticity, balance, and challenge on the KCSI as well as their leader practices of challenging the process, inspiring a shared vision, modeling the way, enabling others to act, and Encouraging the Heart. Women were found to exceed the leader practices of men, and women were most interested in authenticity. In Study 2, situational mapping and life history process was used to determine themes of eight high-achieving women who opted out. We interviewed an additional 15 women to deeply understand and assess their opt-out and re-entry experiences as well as “career shocks” they experienced upon returning to the workforce. Our second study offers a robust, deep, penetrating look into social ascription processes and endemic discriminatory social structures that hold women back from achieving advancement. To stop this “brain drain” of talent, we propose a series of actions for human resource professionals to develop the authentic leadership talent of women who reenter the workforce.https://www.mdpi.com/2076-3387/11/2/60authenticitytalent developmentwomen leaderssocial ascription processesleadershiphuman resource development |
| spellingShingle | Jennifer Knowles Lisa Mainiero Authentic Talent Development in Women Leaders Who Opted Out: Discovering Authenticity, Balance, and Challenge through the Kaleidoscope Career Model Administrative Sciences authenticity talent development women leaders social ascription processes leadership human resource development |
| title | Authentic Talent Development in Women Leaders Who Opted Out: Discovering Authenticity, Balance, and Challenge through the Kaleidoscope Career Model |
| title_full | Authentic Talent Development in Women Leaders Who Opted Out: Discovering Authenticity, Balance, and Challenge through the Kaleidoscope Career Model |
| title_fullStr | Authentic Talent Development in Women Leaders Who Opted Out: Discovering Authenticity, Balance, and Challenge through the Kaleidoscope Career Model |
| title_full_unstemmed | Authentic Talent Development in Women Leaders Who Opted Out: Discovering Authenticity, Balance, and Challenge through the Kaleidoscope Career Model |
| title_short | Authentic Talent Development in Women Leaders Who Opted Out: Discovering Authenticity, Balance, and Challenge through the Kaleidoscope Career Model |
| title_sort | authentic talent development in women leaders who opted out discovering authenticity balance and challenge through the kaleidoscope career model |
| topic | authenticity talent development women leaders social ascription processes leadership human resource development |
| url | https://www.mdpi.com/2076-3387/11/2/60 |
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