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The Eighth Summit: Women’s Ascent of Organizations
Abstract
Summiting the highest mountain on each of the seven continents is the pinnacle of achievement for many mountaineers. This chapter describes the development and successful implemen-tation of an all-women MBA elective at the Rotterdam School of Management that involves participants attempting to sum-mit Mount Kilimanjaro, one of the seven and the highest moun-tain in Africa. As the title suggests, the experiential course is designed to prepare young women for the challenges of ascend-ing to the highest level of organizations. Using the mountain as a living metaphor, participants are invited to reflect upon their own aspirations and capabilities, to understand the importance of networks and relationships of trust, and to appreciate the importance of women supporting one another in their pursuit of challenging objectives. Participants report that the preparation, climb, and post-climb reflection made them more aware of their individual capabilities, resilience, and ability to build the mutu-ally supporting networks needed to ascend their personal eighth summits—the organizations they wish to build and lead.
In this inaugural address I follow the statement of who I am and why I am passionate about addressing the challenges facing career-oriented women, with a brief reflection on recent patterns to gender diversity across business, government, and academia. Sadly, the statistics present a rather dismal picture that is of little surprise to many of us. I then turn to the literature to provide an overview of the various factors considered to contribute to the current status. Informed by these insights, and by my own research findings, I discuss the role that universities and business schools need to play to create the gender-balanced eco-systems necessary to provide equal opportunity for men and women. I argue that advocacy, leadership, and action are crucial if we are to produce a cadre of leaders whose thinking is far less unconsciously biased, future leaders capable and motivated to make the needed transformation. I make a case for significant changes to curriculum content – courses taught, materials used, and role-models engaged – and research needed to inform each of these elements. I conclude by discussing the Centre for Women and Organisations and the leadership role it is currently playing, and intends to, play to contribute to the debate and actions needed for the eco-system transformation called for by many dominant thinkers and organisations around the globe. I argue for advocacy as a key factor supporting this agenda and discuss the contribution that I hope to make with the support and active engagement of many stakeholders within and outside our Business School and our University.
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