OL 676 7-2 Journal_Design and Cultural Elements in My Organization

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7-2 Journal: Design and Cultural Elements in My Organization | Ashley Roy Ashley Roy 7-2 Journal: Design and Cultural Elements in My Organization OL-676 Women in Leadership January 28, 2024 pg. 1

7-2 Journal: Design and Cultural Elements in My Organization | Ashley Roy Design and cultural elements that support women in leadership establishes an environment that supports inclusion and empowers other women to achieve leadership roles. One of the most significant culture and design elements within an organization that supports women in leadership is creating a culture that promotes diversity and inclusion. “The lack of cultural support for minorities leads to decreased confidence, ultimately making it much more difficult for women to pursue leadership roles. Rather than addressing the existing problem as solely a gender balance issue, organization should work to create a culture of inclusion that fosters diversity and encourages everyone to strive towards leadership opportunities”. (Editors, 2024) I can confidently say that SNHU has many design and culture elements already in place that support women in leadership roles. Starting with representation, SNHU currently has 807 people holding leadership positions, 470 who identify as women. As we have learned, representation matters and the visibility of women in leadership roles empowers other women to be inspired to also seek leadership positions. Additionally, SNHU has its own internal personal development platform that all employees have access to called compass. This program allows employees the freedom to access different competencies to develop and grow their own skills and knowledge. Within this platform, you may have specific job role trainings, but also have access to interdepartmental and university wide trainings. For this journal, I did a quick search with just the word “women” and 83 results populated with courses from “Developing Women Leaders” to “Leadership Strategies for Women”, “Unfinished Business: Women, Men, Work and family” and “Own It: The Power of Women at Work”. Again, this is an internal professional development tool. Creating space to support the professional growth of women, specifically women who are looking to achieve a leadership role, acknowledges that there are systemic and societal barriers that hinder this process. pg. 2

7-2 Journal: Design and Cultural Elements in My Organization | Ashley Roy Furthermore, SNHU values Diversity, Equity, and Inclusion. So much so, that Diversity, Equity, and Inclusion are one of the 9 core values of the organization. On that same internal professional development program, when searching “Diversity”, 336 internal courses pulled up. Some that are mandatory for every employee and specific departments, but most of them are to help employees learn to foster and grow a company culture that is diverse and inclusive. Aside from individual professional development, SNHU had its own department called the “Office of Diversity and Inclusion”, who’s leaders and employees represent several diverse backgrounds. This office specifically works with employees and is very present in our everyday work environment. The president of the university very often communicates events that happen outside of the work environment and acknowledges topics of social justice as they arise. I say this because our university leadership acknowledging that there are societal biases and events that impact marginalized groups, is also acknowledging that this impacts the people who work here that may hold those identities. I do think the culture and design elements within SNHU do support women in leadership roles. I think that SNHU has a lot of resources in place that help create awareness and recognize that gender bias exists in the workplace, and stems from societal gender bias. SNHU is very intentional about creating a safe and inclusive work environment. More importantly, and what I appreciate the most is that SNHU leadership is also very willing to acknowledge where they lack in support, while also providing actions they have taken to address the opportunities. When thinking about the recommendations I would make regarding elements that better support women leaders, particularly in organizations that could do better, would be to first acknowledge that gender bias exits in the first place. Diversity and inclusion, equal pay, maternal and paternal leave, flexibility in schedules, professional development geared toward the female pg. 3

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7-2 Journal: Design and Cultural Elements in My Organization | Ashley Roy identity, these are all the baselines. At this point, they should already be in place. I read something powerful over this week’s readings and my research that provided some great reflection. That is, structural biases have prevented marginalized groups of people from achieving desired careers, including women in leadership roles. If organizations are going to break down barriers for women, we need to recognize that biases and barriers exist and change the societal perception that creates these challenges for women to hold leadership positions. pg. 4

7-2 Journal: Design and Cultural Elements in My Organization | Ashley Roy References Editors, C. (2024). Four Ways Company Culture Can Support Women in Leadership . Retrieved from cornerstone: https://www.cornerstoneondemand.com/resources/article/four-ways- company-culture-can-support-women-leadership/ Gonzales, M. (2022, February 16). The Relationship Between Culture and DE&I . Retrieved from SHRM: https://www.shrm.org/topics-tools/news/inclusion-equity-diversity/relationship- culture-dei Gupta, A. (2019). Women leaders and organizational diversity: their critical role in promoting diversity in organizations. Development and Learning in Organizations , 8-11. Retrieved from ProQuest. ROBIN J. ELY, H. I. (2011). Taking Gender Into Account: Theory and Design for Women’s Leadership Development Programs. Academy of Management, Learning & Education , 417-493. pg. 5

OL 676 7-2 Journal_Design and Cultural Elements in My Organization

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