UNC Leadership Survey 2012: Women in Business

UNC Leadership Survey 2012: Women in Business
Quantitative Report
UNC Kenan-Flagler Business School
Executive Development

Table of Contents

Introduction 3
How to Read This Report 4
Key Findings 5
Section A: Current Organizational Climate 8
Section B: Development of Women Leaders 15
Section C: Demographics 29

UNC Kenan-Flagler Business School 30
UNC Executive Development 31
Contact Information 32

2012 UNC Leadership Survey
Proprietary & Confidential

Introduction Methodology
Objectives • The questionnaire was developed by Percept
This study was conducted to gain feedback from senior Research and the University of North Carolina
business leaders on: Kenan-Flagler Business School.
• The development, career progress, work/life • The survey was administered via a web survey
balance, mentoring, and organizational support for hosted by Percept Research.
women in the workplace; • Percept Research processed all completed
• The current presence of women in leadership roles; questionnaires, tabulated data, and developed
• The effectiveness of recruiting, retaining, and graphical presentation of results.
developing women executives; Segmentation
• The importance of key performance metrics and • This report provides comparative analysis of the
how women leaders perform in these areas; and following segments of interest. All questions
• Perceived barriers to the advancement of women displayed in this report were mandatory with the
into leadership roles. following number (N) of completed interviews.
Total 925
Invites Response Male 181
Completes
Sent Rate *
Female 744
Total 69,326 925 1.33%
Talent Developers 631
Domestic Talent
35,333 856 2.42%
Development Managers Non-Talent Developers 294
C-suite Executive 21,956 50 0.23%
Title: C-Level 130
International Talent
12,037 19 0.16% 206
Development Managers Title: Vice President
*Response Rate calculation does not take into account emails Title: Director 300
returned as ‘undeliverable’ or ‘out of office’
Fielding Overview Title: Manager 185
• Fielding Started: 02/07/2012
• Fielding Completed: 02/24/2012 Title: Other 84

How to Read this Report

Bar Charts Graphical Report

• Overall ratings and data are presented in Segmentation is based on results to survey
bar charts as means. Unless otherwise questions:
noted, all responses are based on a 0-5
scale. • Male vs. Female: categorization based
• Typically 0-1 is considered a poor rating on response to question C1 ‘What is
while 4-5 is considered a high rating your gender? ‘
based on a 0-5 scale. • Talent Development Managers vs. Non
• Response options are displayed in order Talent Development Managers:
of decreasing mean rating for easier categorization based on response to
interpretation in the bar charts. question C5 ‘Are you in a talent
development function (e.g., HR,
leadership development, human capital)
in your organization?’
• Title: categorization based on response
to question C4 ‘Which of the following
best describes your title in your
company?’

Key Findings
• Respondents perceive a positive trend in the number of women holding senior leadership positions (see
slide 9). Approximately half (48%) stated the number has increased over the past five years while 15%
believe it has decreased. There is a correlation between level in organization and perception of the
increase of women in leadership positions. Sixty percent of C-Suite Executives reported an increase over
the last five years compared to 38% of Managers. When asked how the number of women holding
senior leadership positions will change in the next five years the answers become less clear. While 40%
of respondents believe the number will increase, 28% believe it will stay the same, and 30% don’t know if
it will decrease, increase, or stay the same (slide 10). Men have a more positive outlook than their female
counterparts. Nearly two-thirds (65%) of male respondents believe the number of women in leadership
positions has increased over the past 5 years and 57% believe the number will continue to increase over
the next 5 years. This is significantly higher than the 44% and 36%, respectively, reported by female
respondents.

• Only eleven percent of respondents believe their organizations are extremely effective in recruiting
women executives while fourteen percent stated their companies were not at all effective (slide 11). The
more senior the respondent the more positive the view on their company’s recruiting efforts. Over half
(53%) of C-Suite Executives selected extremely or moderately effective compared to 28% of Managers.
It should be noted that the majority of C-Suite Executives in this study were female (69%), so the gender
and title comparisons can be viewed separately. Once women achieve these senior levels, companies
are doing an effective job with retention. Fifty-seven percent of respondents believe their companies are
extremely effective or moderately effective in retaining women executives (slide 12). Men believe their
companies are more effective in retaining woman than women. While 73% of men believe their company
is extremely or moderately effective only 52% of women feel similarly.

Key Findings Continued
• Companies continue to create an organizational climate that is doing a moderate job in its support of the
development of women’s leaders. Over one-third (38%) of the respondents indicated the organizational
climate at their companies moderately encourage the development of women leaders (slide14). This is
similar to the 2010 Study by Mercer that found 43% of their respondents stating the same level of support
(from their 2010 “Women’s Leadership Development Survey”). Slightly more respondents in the current
study selected ‘to a small extent’ (28%) than ‘to a great extent’ (22%). As with the previous findings, men
and C-Suite Executives have a more positive opinion of the support systems available to women
executives.

• Comparative analysis of public to private companies and company size did not yield any actionable
statistical differences.

Section A: Current Organizational Climate

How has the number of women holding senior leadership positions in your company changed in the past 5 years? (A1)

100% 100%
Males Females Total Talent Dev Non Talent Dev

80% 80%
65%
60% 60%
44%
48% 48% 50%
36% 34% 35% 34%
40% 40%
27%
17% 15% 15% 15%
20% 20%
7%
1% 3% 2% 3% 2%
0% 0%
Decreased Stayed the Increased Don’t know Decreased Stayed the Increased Don’t know
same same

• Overall, respondents indicated the number of 100%
C-Suite Exec VP Director Manager Other
women holding senior leadership positions
within their company has increased over the 80%
past five years.
60%
60% 52%
• Gender: Significantly more men (65%) than 48% 48%
women (44%) indicated an increase in the 39%37% 38%
40% 34%32%
number of women holding leadership positions 29%
within a company in the past five years.
17%17%
20% 11%14% 13%
• Title: Slightly more C-Suite Executives (60%) 5% 2%
0% 0% 3%
felt senior leadership positions held by women 0%
has increased over the past five years Decreased Stayed the same Increased Don’t know
compared to respondents holding other titles.

How will the number of women holding senior leadership positions in your company change in the next 5 years? (A2)

100% 100%
Public Private
Males Females Total

80% 80%

57% 60%
60%

40% 41% 40%
36% 40%
40% 33% 30% 31% 33%
29% 28% 27%
25%
22% 20%
20% 20%
1% 2% 2% 1% 3%
0% 0%
Decrease Stay the same Increase Don’t know Decrease Stay the same Increase Don’t know

• Overall, respondents predict positive changes with 100%
the number of women holding senior leadership
positions increasing within the next 5 years. 80%
• Gender: Men (57%) had a significantly stronger
outlook on the future of women holding leadership
positions within a company compared to women 60% 51%
(36%). 42%
• Title: Vice Presidents felt the most optimistic in 36%37%33% 38%39%
40% 33% 33%
terms of women holding senior leadership
24%27% 26%28%
positions within their company in the next 5 years. 21% 22%
• Results are similar for respondents working in 20%
publicly owned and privately owned companies. 2% 2% 2% 1% 0%
0%
Decrease Stay the same Increase Don’t know

How effective is your company in recruiting women executives? (A3)

17% Extremely effective 10%
Extremely effective 9% 11%
11%
36%
Moderately effective 27%
Moderately effective 24% 24%
26%
24% 25%
Somewhat effective 26% Somewhat effective
26% 26% Talent Dev
11% Males
Slightly effective 18% Non Talent Dev
Slightly effective 20%
20%
18% Females
7% 15%
Not at all effective 16% Total Not at all effective
14% 13%
5% 5%
Don’t know 5% Don’t know
5% 5%

0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%
• Overall, these findings indicate that there
remains a significant need for more effective
C-Suite
recruitment strategies for women executives.
Exec VP Director Manager Other
• Gender: Males believe their companies are Extremely effective 18% 12% 8% 6% 13%
more effective in recruiting woman than
females. While 53% of men believe their Moderately effective 35% 22% 28% 22% 21%
company is extremely or moderately effective Somewhat effective 23% 26% 28% 20% 27%
only 33% of women feel similar.
Slightly effective 11% 22% 15% 24% 23%
• Title: There is a correlation between Not at all effective 6% 14% 16% 22% 8%
management level and belief in effectiveness
Don’t know 6% 4% 4% 6% 7%
of recruiting. Over half (53%) of C-Suite
Executives stated extremely or moderately
effective compared to 28% among managers.

How effective is your company in retaining women executives? (A4)

35% 26%
Extremely effective 22% Extremely effective
25% 22%
38% 33%
Moderately effective 30% Moderately effective
32% 29%
15% 23%
22% 20% Talent Dev
7% Males
11% Non Talent Dev
Slightly effective 15% Slightly effective
13% Females 18%
1% 5%
Not at all effective 6% Total Not at all effective
5% 6%
4% 2%
3% 5%

0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%

• Overall, these findings indicate that companies
are doing an effective job in retaining women
executives. C-Suite
• Gender: Males believe their companies are Exec VP Director Manager Other
more effective in retaining woman than
Extremely effective 39% 30% 23% 14% 25%
females. While 73% of men believe their
company is extremely or moderately effective Moderately effective 29% 32% 33% 30% 30%
only 52% of women feel similar. Somewhat effective 18% 21% 22% 23% 24%
• Title: As with recruiting, there is a correlation
between management level and belief in Slightly effective 10% 12% 14% 18% 11%
effectiveness of retention. Over two-thirds Not at all effective 2% 3% 5% 11% 4%
(68%) of C-Suite Executives stated extremely
or moderately effective compared to 44% Don’t know 2% 2% 3% 4% 7%
among managers.

How effective is your company in the development of women executives? (A5)

15% Extremely effective 8%
Extremely effective 6% 7%
8%
37% 30%
Moderately effective 27% Moderately effective
29% 27%
25% 25%
24% 23%
Males Talent Dev
15% 21%
Slightly effective 22% Slightly effective Non Talent Dev
20% Females 19%
4% Total 14%
Not at all effective 19% Not at all effective
16% 20%
3% 1%
2% 4%

0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%

• Men (52%) and C-Suite Executives (49%) C-Suite
feel their company has been extremely or Exec VP Director Manager Other
moderately effective in the development of
Extremely effective 11% 7% 7% 7% 8%
women executives.
Moderately effective 38% 31% 27% 23% 31%
• Note that Managers (26%), Non Talent Somewhat effective 22% 26% 28% 18% 24%
Development respondents (20%), and a
Slightly effective 18% 19% 21% 23% 15%
significant portion of women (19%) rated
their company as not at all effective in Not at all effective 8% 14% 15% 26% 18%
developing women executives compared to Don’t know 3% 2% 2% 2% 4%
other groups.

How well does the organizational climate at your company encourage the development of women leaders? (A6)

100% 100%
80% 80%

60% 60%
45%
37% 38% 39% 40%
40% 32% 40% 31% 34%
28% 27%
22% 23% 21%
19%
20% 12% 10% 12% 20% 9% 11%
2% 3% 1% 1% 1% 3%
0% 0%
Not at all To a small To a To a great Don’t know Not at all To a small To a To a great Don’t know
extent moderate extent extent moderate extent
• Overall, these findings indicate that
extent extent
companies are doing a moderate job at
creating an organizational climate that
encourages the development of women C-Suite
leaders.
• Gender: Not surprisingly, women have a
more tempered outlook on the development Not at all 6% 10% 9% 14% 7%
of women executives compared to men. To a small extent 17% 29% 30% 34% 26%
Women are more likely to select “to a small
extent” than “to a great extent.” To a moderate extent 41% 37% 38% 37% 39%
• Title: Individuals within the higher levels To a great extent 35% 23% 22% 13% 25%
organization are more likely to give their
Don’t know 2% 0% 1% 3% 2%
company higher marks in the development
of women leaders.

Section B: Development of Women Leaders

How important is the development of women leaders on your company’s strategic agenda? (B1)

100% 100%
80% 80%
60% 52% 48% 60% 53%
46%
40% 31% 40%
25% 27% 23% 23% 25%
16% 18% 19% 15% 20%
20% 6%
10% 8% 9% 20% 7% 12%
1% 2% 3% 1%
0% 0%
Top 3 Top 10 On the Not on the Don’t Know Top 3 Top 10 On the Not on the Don’t Know
strategic strategic strategic strategic strategic strategic strategic strategic
agenda item agenda item agenda, agenda agenda item agenda item agenda, agenda
but not near but not near
the top the top
5%
• Overall, nearly half (48%) of respondents 2%
Top 3 strategic agenda item 2%
indicated that the development of women 1%
leaders within their company was not on the 1%
22%
strategic agenda. Very few respondents 19%
Top 10 strategic agenda item 16%
rated the development of women leaders as 17% C-Suite Exec
a top 3 strategic agenda item. 14%
21% VP
On the strategic agenda, 27%
• Gender: A significantly higher percentage 24% Manager
but not near the top 23%
of women (52%) felt the development of 19%
51% Director
women leaders was not a part of their 48%
organization’s strategic agenda compared to Not on the strategic agenda 49% Other
49%
men (31%). 43%
1%
4%
Don’t Know 9%
11%
23%
0% 20% 40% 60% 80% 100%

Which of the following best describes your company’s approach to the development of women leaders? (B2)

Non
Talent Talent C-Suite
Total Males Females Dev Dev Exec VP Director Manager Other
No initiatives or programs
46% 30% 50% 46% 48% 42% 45% 50% 50% 39%
targeted to the needs of women leaders
Offer some initiatives or programs 29% 37% 27% 30% 26% 29% 33% 27% 23% 36%
Offer a specific leadership program for women 10% 17% 8% 10% 8% 8% 9% 10% 10% 8%
Plan to offer some activities or
6% 4% 6% 6% 5% 5% 7% 7% 6% 4%
programs within the next 12 months
Don’t know 4% 7% 4% 3% 9% 5% 1% 2% 8% 8%
Other (please specify) 5% 4% 5% 5% 4% 10% 5% 4% 3% 5%

• Overall, the majority of respondents across This takeaway box refers to findings from
all groups felt their organization had no question B3 on the next slide.
initiatives in place to aid in developing • One half (50%) of respondent companies
women leaders and few plans in developing have deployed flexible work arrangements
activities within the next 12 months. within the last three years to identify, assess,
• Significantly more women (50%) than men retain and development women leaders.
(30%) indicated there were no initiatives or Other highly-selected options include
programs to develop women. programs to encourage female networking
• Of the 39% of respondents that stated there and role models, mentoring of junior women,
were initiatives or programs for women, a and CEO & senior executive oversight of
significantly lower percentage believe there gender diversity efforts.
is a specific leadership program (10%) • Conversely, approximately one quarter of
versus ‘some initiatives or programs’ (29%). companies (23%) have not undertaken any
efforts for women leaders.

In the past 3 years, which efforts, if any, has your company undertaken to identify, assess, retain, and
develop women leaders? Please select all that apply. (B3)
Non

Flexible working arrangements 50% 55% 49% 52% 47% 61% 49% 50% 42% 51%

Programs to encourage female networking and role
38% 51% 35% 40% 33% 42% 40% 38% 33% 40%
models
Encouragement for senior executives to mentor junior
31% 46% 27% 33% 27% 45% 33% 30% 24% 25%
women
Oversight by CEO and the executive team of gender
25% 32% 24% 28% 19% 29% 32% 23% 22% 18%
diversity efforts
Assessing indicators of the company’s performance in
24% 33% 22% 28% 17% 28% 25% 23% 24% 20%
hiring, retaining, promoting, and developing women
Support programs and facilities to help reconcile work
23% 34% 20% 23% 23% 31% 23% 22% 16% 29%
and family life
Performance evaluation systems that neutralize the
18% 30% 15% 20% 14% 25% 21% 16% 14% 21%
impact of parental leaves or flexible work

Skill-building programs developed specifically at women 13% 22% 11% 14% 12% 15% 15% 13% 11% 10%

Programs to smooth transitions before, during, and
11% 22% 8% 12% 8% 19% 10% 7% 8% 17%
after parental leaves
Inclusion of gender diversity indicators in executives’
11% 20% 8% 11% 10% 12% 13% 7% 13% 12%
performance reviews

Gender-specific coaching programs 6% 12% 5% 7% 4% 11% 5% 6% 3% 4%

Gender quotas in hiring, retaining, promoting, or
6% 11% 5% 6% 5% 4% 6% 5% 6% 8%
developing women
Systematic requirement that at least one female
5% 8% 4% 5% 5% 5% 4% 5% 2% 6%
candidate be in each promotion pool

Other 4% 4% 4% 4% 3% 5% 4% 4% 4% 5%

No efforts undertaken for women leaders 23% 14% 25% 22% 27% 18% 23% 22% 29% 23%

If you have leadership programs for women in your organization, how effective are they? (B4)

100% 100%
80% 80%
60% 57% 59%
60% 60% 52%
45%
40% 40%
21% 23% 22%
16% 17%
20%
7% 10% 9% 11% 13% 20% 14% 13% 13%
5% 3% 3% 10% 7%
0% 1% 1% 3% 3%
0% 3%
0% 0%
Not at all Slightly Somewhat Moderately Extremely Do not have Not at all Slightly effective Somewhat Moderately Extremely Do not have
effective effective effective effective effective leadership effective effective effective effective leadership
programs for programs for
women women

C-Suite
Not at all effective 1% 1% 0% 2% 3%
• Overall, the majority of respondents stated
that their organizations do not have Slightly effective 8% 10% 11% 7% 8%
leadership programs for women. This was a Somewhat effective 17% 15% 18% 16% 16%
consistent trend across all segments. Of Moderately effective 17% 14% 10% 10% 23%
those that do have programs, they are most Extremely effective 5% 4% 3% 2% 3%
likely to be considered somewhat effective.
Do not have leadership
52% 56% 59% 62% 47%
programs for women

What are the biggest perceived barriers, if any, preventing women from advancing to the top management of
your company? Please select up to 3 barriers. (B5)

Non
Lack of executive sponsor or mentor 37% 22% 41% 37% 37% 20% 42% 39% 41% 36%
Absence of women role models 29% 21% 31% 30% 27% 16% 30% 26% 39% 30%
Women not being in the pipeline long enough 27% 29% 26% 28% 24% 30% 28% 27% 28% 18%
Lack of significant general management/line
25% 23% 26% 25% 25% 25% 30% 24% 24% 23%
experience
Exclusion from informal communication networks 21% 8% 24% 20% 23% 9% 28% 21% 22% 19%
Requirement of a high level of availability for top
15% 7% 17% 14% 16% 13% 14% 17% 13% 14%
management
Lack of pro-family policies or support services (e.g.,
11% 5% 13% 13% 9% 4% 9% 12% 17% 13%
childcare, telecommuting)
Other (please specify) 13% 13% 13% 12% 15% 15% 12% 14% 11% 14%
No barriers exist at my company 16% 31% 13% 16% 16% 27% 13% 16% 11% 21%

• Only 16% of respondents believe there are
no barriers at their company. Significantly
more men (31%) than women (13%) believe
there are no barriers preventing women
from advancing.
• Significantly more C-Suite Executives
(27%) than lower level respondents (VP –
13%, Director – 16%, Manager – 11%)
perceive no barriers to advancement.

Please rate the current state of your organization’s talent pool for the following women leadership roles. (B6)
(Poor [1] = very small pool of women available for leadership roles, Excellent [5] = large pool of women available for leadership roles)

5 5

4 3.6 3.5 3.6 4 3.6 3.5
3.0
2.7 2.8 3 2.8 2.8
3
2.3
1.9 2.0 2.0 2.0
2 2

1 1

0 0
Manager Senior Leader (VP, C-Suite Exec Manager Senior Leader (VP, C-Suite Exec
Director) Director)

2.1
• Respondents rated the talent pool for C-Suite Exec
women managers within their organization 1.9
the highest across the roles (Senior Leader
and C-Suite). These ratings, however, are
Senior leader 2.9 Private
still only slightly above the midpoint.
(VP, Director) 2.7
• Overall, respondents gave poor ratings for
having a small pool of women available for
C-Suite roles within the company. Public
• Respondents of both public and private 3.6
Manager
companies gave significantly higher ratings 3.5
for having a larger manager talent pool
compared to other leadership roles. 0 1 2 3 4 5

How would you rate your company’s performance on the following efforts to develop women leaders? (B7)
[5-Point Scale Rating: 1=Poor, 2=Fair, 3=Good, 4=Very Good, 5=Excellent]

Non
Retaining women once they reach leadership levels 2.9 3.4 2.8 2.9 2.8 3.5 3.0 2.8 2.6 3.0
Retaining women so that they reach leadership levels 2.7 3.3 2.5 2.7 2.6 3.3 2.8 2.6 2.3 2.7
Having enough women in the leadership pipeline 2.3 2.7 2.3 2.4 2.3 2.6 2.4 2.3 2.1 2.5
Having work-life programs that attract and retain
2.3 2.7 2.2 2.3 2.2 2.8 2.3 2.2 2.0 2.4
women
Accelerating the development of women with early-
2.2 2.7 2.1 2.3 2.2 2.6 2.2 2.2 2.1 2.3
career high potential
Having women develop the full range of skills necessary
2.2 2.8 2.1 2.3 2.2 2.7 2.2 2.2 2.0 2.3
for a senior leadership position

• All attributes are rated below the midpoint.
Respondents do not believe their company
is doing an effective job on any of these
attributes.

• Title: The higher the level in the company,
the higher the rating of company
performance on these attributes.

• Gender: Men give significantly higher
ratings than women.

How important are the following personal leadership competencies to business success? (B9)
[5-Point Scale Rating: 1=Very Unimportant, 2=Unimportant, 3=Neither Important or Unimportant, 4=Important, 5=Very Important]

Non
Communicating effectively 4.8 4.7 4.8 4.8 4.8 4.7 4.8 4.8 4.7 4.8
Creating a culture of accountability and performance 4.7 4.6 4.7 4.7 4.6 4.7 4.7 4.7 4.6 4.6
Building effective teams 4.6 4.5 4.6 4.5 4.6 4.6 4.6 4.6 4.5 4.7
Being adaptive 4.5 4.4 4.5 4.5 4.5 4.5 4.6 4.5 4.5 4.6
Developing others 4.3 4.3 4.3 4.3 4.3 4.3 4.4 4.3 4.4 4.5
Leveraging diversity 3.9 3.8 4.0 3.9 3.9 3.8 4.0 3.9 4.0 4.1

• Communicating effectively, creating a
culture of accountability and performance,
building effective teams, and being adaptive
are all rated as very important across all
segments.
• The remaining two attributes, developing
others and leveraging diversity, are rated as
important.
• Men and women ranked the attributes in the
same order of importance.
• Talent Development Managers ranked the
attributes in the same order of importance as
respondents not in Talent Development
roles.

How do women leaders in your organization perform on the following personal leadership competencies? (B10)

Non
Communicating effectively 3.9 3.9 3.8 3.9 3.9 3.9 3.9 3.8 3.9 3.8
Being adaptive 3.7 3.7 3.7 3.7 3.6 3.9 3.8 3.7 3.7 3.5
Creating a culture of accountability and performance 3.6 3.7 3.6 3.6 3.6 3.9 3.7 3.6 3.5 3.4
Building effective teams 3.5 3.6 3.5 3.6 3.5 3.9 3.7 3.5 3.5 3.2
Developing others 3.4 3.4 3.3 3.4 3.3 3.6 3.5 3.3 3.3 3.2
Leveraging diversity 3.2 3.4 3.1 3.2 3.2 3.5 3.2 3.1 3.2 3.0

• Leveraging diversity, developing others,
being adaptive, communicating effectively
and building effective teams are all rated as
excellent across all segments.
• The remaining attribute, creating a culture of
accountability and performance, are rated as
very good.
• Men gave women leaders in their
organizations similar or slightly higher
ratings than women on all attributes.
• Talent Development Managers gave women
leaders similar or slightly higher ratings than
non Talent Development Managers on all
attributes.

How important are the following organizational leadership competencies to business success? (B11)
[5-Point Scale Rating: 1=Very Unimportant, 2=Unimportant, 3=Neither Important or Unimportant, 4=Important, 5=Very Important]

4.6 Executing a strategy 4.7
Executing a strategy 4.7 4.7
4.7
4.6 Making decisions 4.7
Making decisions 4.7 4.7
4.7
4.5 Males Managing change 4.6 Talent Dev
Managing change 4.6 4.6
4.6
Females Non Talent Dev
4.5 Solving problems 4.6
Solving problems 4.6 Total 4.6
4.6
4.4 4.5
Formulating a strategy 4.6 Formulating a strategy
4.5 4.6
4.2 4.3
Leading innovation 4.3 Leading innovation
4.3 4.4

0 1 2 3 4 5 0 1 2 3 4 5

C-Suite
Executing a strategy 4.7 4.8 4.7 4.6 4.7
Making decisions 4.7 4.7 4.7 4.6 4.8
Managing change 4.6 4.6 4.5 4.5 4.8
• All attributes were rated as very important by
respondents. There are no significant Solving problems 4.5 4.6 4.6 4.5 4.6
difference between segments. Formulating a strategy 4.4 4.6 4.6 4.5 4.6
Leading innovation 4.2 4.3 4.3 4.4 4.4

How do women leaders in your organization perform on the following organizational leadership competencies?(B12)

4.1 4.1
Solving problems 4.1 Solving problems
4.1 4.0
3.9 3.9
Making decisions 3.8 Making decisions
3.8 3.7
3.9 Males 3.8
Executing a strategy 3.7 Executing a strategy Talent Dev
3.8 3.6
3.7 3.6
Managing change 3.6 Managing change
3.6 Total 3.6
3.6 3.6
Formulating a strategy 3.5 Formulating a strategy
3.5 3.5
3.4 3.2
Leading innovation 3.2 Leading innovation
3.2 3.2

0 1 2 3 4 5 0 1 2 3 4 5

C-Suite
• Only one attribute, Solving problems, Exec VP Director Manager Other
received a rating of very good or excellent. Solving problems 4.3 4.2 4.0 4.0 4.0
Making decisions 4.1 4.0 3.7 3.8 3.6
• Title: The higher the level of the individual,
the higher the ratings on the performance of Executing a strategy 4.0 4.0 3.7 3.6 3.6
women leaders. While the differences are Managing change 3.9 3.7 3.5 3.5 3.5
not significant, the trend is present. Formulating a strategy 3.7 3.7 3.5 3.4 3.4
Leading innovation 3.6 3.3 3.1 3.2 3.1

What is the percentage of women in the C-suite officers of your company (i.e., CEO, CFO, COO, CLO, CIO, CTO, CMO, etc.)? (B13)
What is the percentage of women in the upper management of your company (i.e. vice-presidents, managers, directors, etc.)? (B14)

100% 100%

80% 80%

60% 60%

40% 40%
27% 26% 26% 27%
24%
16% 15% 15% 16% 15%
20% 20%

0% 0%
Percentage of women in the Percentage of women in the Percentage of women in the Percentage of women in the
C-suite officers of your upper management of your C-suite officers of your upper management of your
company company company company
• The general consensus of respondents is 100%
that there is a small percentage of women in
C-Suite positions in their company. The 80%
percentage of women is upper management
is significantly higher, but still around 1 in 4. 60%

• Title: As expected, C-Suite Executives 40% 33% 31%
29% 26% 26%
indicated significantly higher management
17% 19%
levels of women in the C-Suite. There is a 20% 14% 13%
weak correlation between level in the 9%
company and percentage of women in upper 0%
management. Percentage of women in the Percentage of women in the
C-suite officers of your company upper management of your company

How would you rate the current economic performance of your company? (B15)

100% 100%

80% 80%

60% 60%

40% 35%33% 40% 36%
27%26%26% 28% 28% 30% 28% 27%
24%24% 25% 23%
20% 14%13%13% 20% 13% 13%
2% 3% 2% 2% 3%
0% 0%
Poor Fair Good Very good Excellent Poor Fair Good Very good Excellent

• Overall, the findings suggest that the current
economic performance of respondent
companies is very positive.

• Vice Presidents gave the highest rating for
the current economic performance of their
organization.

Section C: Demographics
What is your gender? (C1)

Male Female
100%
82%
77%
80%

60%

40%
23%
18%
20%

0%
Talent Dev Non Talent Dev

Male Female
100%
84% 86%
79% 81%
80% 69%

60%

40% 31%
21% 19%
16% 14%
20%

0%

What is your age? (C2)

50.4
47.9
Males Talent Dev
Age (Years) 47.4 Age (Years)
Total 48.3
48.0

0 20 40 60 80 0 20 40 60 80

51.5

49.8 C-Suite Exec
VP
Age (Years) 47.4
Director
45.6 Manager

46.5 Other

0 20 40 60 80

What is the highest level of education you have achieved? (C3)

100%
Males Females Total 100%
80% 80%

60% 52% 60% 52%
48% 49%
43%
37% 35% 38%
40% 29% 40% 34%

20% 11% 10% 10% 20% 9% 12%
3% 3% 3% 3% 2% 2% 3% 2% 1% 4%
0% 0%
Some college Assoc. or Bachelor’s Master’s Doctorate / Some college Assoc. or Bachelor’s Master’s Doctorate /
technical degree degree PHD technical degree degree PHD
degree degree

100%
80%

60% 52% 51%
48% 50%
40% 43%
39% 37%
40% 32% 32%

20% 14% 15%
5% 8% 7%
4% 2% 4% 2% 2% 1% 1% 4% 3%
0%
0%
Some college Assoc. or technical Bachelor’s degree Master’s degree Doctorate / PHD
degree

Which of the following best describes your title in your company? (C4)

100%
Males Females Total
80%

60%

40% 34% 32%
25% 22% 22% 28%
23% 22% 20%
20% 12% 14% 15%
9% 9% 9%

0%
C-Suite Exec Vice Director Manager Other
President

100%

80%

60%

40% 36%
27%
22%25% 22%
18%
20% 14%16% 15%
7%

0%
C-Suite Exec Vice Director Manager Other
President

Are you in a talent development function (e.g., HR, leadership development, human capital) in your
organization? (C5)
38%
No 30%
32%
Males
Females
62% Total
Yes 70%
68%

0% 20% 40% 60% 80% 100%

35%
35%
No 26% C-Suite Exec
28%
50% VP
Director
65% Manager
65%
Yes 74% Other
72%
50%

0% 20% 40% 60% 80% 100%

What is the estimated the annual gross revenue for your company? Please indicate in U.S. dollars and
include sales for the entire company/organization. (C6)

Don’t know/Not sure 6%
9% More than $5 billion 21%
8% 20%
19%
More than $5 billion 21% $1-$5 billion 30%
21% 28%
33%
$1-$5 billion 29% 23%
30% $101-$999 million
23% 22%
$101-$999 million 23% Talent Dev
23% $11-$100 million 8%
8% Males 9%
$11-$100 million 8% Non Talent Dev
8% 3%
3% Females $5-$10 million
$5-$10 million 2% 2%
3% Total
4% Less than $5 million 2%
Less than $5 million 2% 4%
3%
3% Non-profit or not-for-profit 6%
Non-profit or not-for-profit 6% 4%
5%
0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%

C-Suite
Non-profit or not-for-profit 3% 3% 8% 4% 5%
Less than $5 million 9% 0% 3% 2% 1%
$5-$10 million 2% 2% 2% 5% 1%
$11-$100 million 9% 4% 7% 9% 14%
$101-$999 million 30% 25% 23% 20% 16%
$1-$5 billion 36% 35% 30% 21% 30%
More than $5 billion 7% 27% 21% 25% 14%

How many employees work for your company? (C7)
31% 30%
10,000 employees or more 31% 10,000 employees or more
31% 32%
14% 13%
5,001 to 9,999 employees 15% 5,001 to 9,999 employees
15% 15%
13% 12%
2,501 to 5,000 employees 16% 2,501 to 5,000 employees 17%
15%
15% Males Non Talent Dev
1,001 to 2,500 employees 16% 1,001 to 2,500 employees 15%
16% Females 16%
9% 11% Talent Dev
501 to 1,000 employees 9% Total 501 to 1,000 employees
9% 8%
16% Less than 500 employees 17%
Less than 500 employees 13% 11%
13%

0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%
25%
39%
10,000 employees or more 31%
28%
31%
12%
15%
5,001 to 9,999 employees 17%
15%
12% C-Suite Exec
15%
17%
2,501 to 5,000 employees 13% VP
17%
15%
18% Director
13%
1,001 to 2,500 employees 18%
15%
13% Manager
7%
6%
501 to 1,000 employees 9% Other
11%
14%
24%
11%
Less than 500 employees 12%
11%
13%
0% 20% 40% 60% 80% 100%

What type of company? (C8)

45%
42%
Private 42% Private
43%
43%
Males
Talent Dev
Females
55% Non Talent Dev
Total 58%
Public 58% Public
57%
57%

0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%

42%
42%
Private 44% Other
32%
58% Manager
Director
58%
VP
58%
Public 56% C-Suite Exec
68%
42%

0% 20% 40% 60% 80% 100%

What is your country of residence (C9) [Top 5 mentions]

Non
United States 92% 82% 94% 93% 91% 90% 93% 94% 92% 87%
India 2% 7% 1% 2% 2% 5% 1% 2% 2% 2%
Canada 2% 0% 2% 2% 1% 1% 4% 2% 1% 2%
Brazil 1% 4% 0% 1% 1% 2% 0% 1% 1% 1%
China 1% 1% 1% 0% 1% 1% 0% 0% 2% 2%

UNC Kenan-Flagler Business School
• The University of North Carolina at Chapel Hill, the nation’s first state university, is a leader in
educational excellence, consistently ranking among the top five best public universities.

• UNC’s Kenan-Flagler Business School is ranked among the top 20 in the United States for
executive and full-time MBA programs and provides:

– Research with business impact from renowned faculty whose work is shaping the future of
business

– Teaching from professors devoted to the growth of knowledge and analytical skills of
students and executives

– Experience and leadership skills gained in a challenging and supportive setting that helps
people take career and company success to new levels

UNC Executive Development
• The University of North Carolina’s Kenan-Flagler Business School has delivered customized and
open enrollment executive education programs with excellent results for over fifty years to a wide
range of organizations.

• UNC Executive Development has provided unique learning experiences to create solutions for the
business challenges facing our partners and participants. Our approach to program design and
delivery teaches the way executives learn most effectively – by drawing upon the power of real-
world, applicable experiences from our faculty and staff, and integrating the knowledge our
participants share about the issues they face with new concepts and business strategies in
programs designed to produce practical skills.

• Clients consistently rank UNC Executive Education in the top 20, citing our partnership approach
to program design, teaching effectiveness and customer service.

Contact Us
• Any media questions and requests should be directed to Allison Adams:

Allison Adams
Media Relations Director
University of North Carolina's Kenan-Flagler Business School
CB 3490
Chapel Hill, NC 27599-3490
919.962.7235
aadams@unc.edu

• Any questions regarding survey methodology should be directed to Kip Kelly:

Kip Kelly
Director of Marketing and Business Development
UNC Executive Development
University of North Carolina's Kenan-Flagler Business School
919.843.6061
kip_kelly@unc.edu

UNC Leadership Survey 2012: Women in Business

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