A range of reports and articles on the importance of mentoring for developing leadership and creating a more enabling environment for expanding women’s economic opportunity.
Coaching and leadership expert Anthony K. Tjan explores key elements of successful mentorship in the Harvard Business Review.
This comparative investigation from the Harvard Business Review explores different perceptions of gender quotas through interviews of male and female board directors of 300 publicly traded companies in the U.S. and Europe.
This brief from UN Women offers research findings, analysis and policy recommendations on closing on closing the gender gap and reducing inequality to promote social justice and extend state support to working parents.
This report from the World Bank examines laws and regulations affecting women's prospects as entrepreneurs and employees in 173 economies, across seven areas: accessing institutions, using property, getting a job, providing incentives to work, building credit, going to court, and protecting women from violence. The report's quantitative indicators are intended to inform research and policy discussions on how to improve women's economic opportunities and outcomes.
Through the Global Gender Gap Report 2015, the World Economic Forum quantifies the magnitude of gender-based disparities and tracks their progress over time. While no single measure can capture the complete situation, the Global Gender Gap Index presented in this Report seeks to measure one important aspect of gender equality: the relative gaps between women and men across four key areas: health, education, economy and politics.
This article in the Harvard Business Review offers insight into the genesis of mentor/sponsor relationships and provides advice about how all stakeholders – men, women and organizational leaders – can make the playing field more fair. The key is understanding the basic economic motivators behind sponsorship. Understanding those drivers can help women be more deliberate about the kinds of relationships they need to develop to achieve tier aspirations.
Progress 2015 draws on the experiences of those working toward gender equality and women’s rights around the world. It provides the key elements of a far-reaching new policy agenda that can transform economies and make women’s rights a reality.
This article from the Stanford Social Innovation Review explores how investing with a gender lens can create financial and social impact by increasing women’s access to capital, promoting workplace equity, and creating products and services that improve the lives of women and girls.
This report from the World Bank Group represents a major advance in global knowledge on this critical front of expanding women's agency. The vast data and thousands of surveys distilled in this report cast important light on the nature of constraints women and girls continue to face globally. This report identifies promising opportunities and entry points for lasting transformation, such as interventions that reach across sectors and include life-skills training, sexual and reproductive health education, conditional cash transfers, and mentoring.
Through the Global Gender Gap Report 2014, the World Economic Forum quantifies the magnitude of gender-based disparities and tracks their progress over time. While no single measure can capture the complete situation, the Global Gender Gap Index presented in this Report seeks to measure one important aspect of gender equality: the relative gaps between women and men across four key areas: health, education, economy and politics.
This how-to article from the Stanford Social Innovation Review addresses how to make the most of being a mentor.
While financial assets and other collateral are critical in starting an enterprise, other less tangible resources are also key, including access to networks and mentoring.
The fifth report from Catalyst’s longitudinal project The Promise of Future Leadership: Highly Talented Employees in the Pipeline. The report finds that people who pay it forward experience greater advancement and higher compensation and that, perhaps contrary to popular belief, women pay it forward and to a greater extent than men.
A study by Development Dimensions International which discusses how women benefit from mentoring and why more women should engage in mentoring relationships.
Research shows that women entrepreneurs benefit more from early-stage strategic assistance and coaching, and strong early networks encourage women to take risks during the start-up phase of businesses.
The third report from Catalyst’s longitudinal project The Promise of Future Leadership: Highly Talented Employees in the Pipeline. The report discussing how mentorship narrows, but doesn't’t close, the gender gap, and how men still reap greater rewards from mentoring than women do.
Small and medium enterprises (SMEs) make a significant contribution to job creation and to increasing a country's competitiveness. SMEs account for 90% of all businesses and employ approximately 60% of the workforce in Asia-Pacific Economic Cooperation (APEC) economies.
An important Harvard Business Review article on why companies’ attention to mentoring women doesn’t necessary translate into more promotions. The article discusses differences between mentorship for men and women, specifically whether women are as likely as men to be mentored, whether mentoring provides the same benefits to men and women, and whether women have the same kind of mentors. (HBR subscription required to view full article.)
Catalyst’s six-chapter guide on how to create an effective mentoring program for your company which includes best practices, tips and evidence that mentoring is essential for career advancement.
A Harvard Business Review article on how partners at firms can help junior employees transition to partnership by communicating explicitly what works for them and why, encouraging the aspiring partner to develop various role models, and by providing practical support at difficult times. Contains advice on mentoring and applicable guidance for mentoring in general, outside the specific framework it discusses. (HBR subscription required to view full article.)