Seminar Seriesb c d Figure 1. Flyer and brochures from the first four years of the Seminar Series. (a) 2012- 2013 was a simple word document flyer, (b) 2013-2014 had an image of DNA generated by a faculty member and student, (c) 2014-2015 was a purchased image, (d) 2015-2016 was illustrated by an art professor at the University who will oversee future covers created by students and faculty.supportive climate, enhancing promotion and leadership, and increasing retention of womenfaculty in STEM. Support for a seminar series that would increase faculties’ networkingopportunities and allow a young female to take on a leadership role in the organization of theseries was in
.16 Based on thesevaried successful models, the Leadership Development strategy at Gannon University wasdesigned to broaden professional development opportunities for faculty and was deliveredthrough three activities.Activity 1, Leadership Development Training, aimed to develop a curriculum to prepare allfaculty for leadership roles. An initial list of topics was generated from focus groups andprogramming that had been offered at other institutions that had a similar professionaldevelopment series. Later, topics were generated from feedback on sessions and responses towritten evaluation questions from the workshops. Workshop topics that have been offeredduring 2012-2016 include: Leadership and Work life balance Conflict
theseactions.Over the first two years, the two facilitators facilitated eight departments (four in engineeringand four in science and math). Participating departmental faculty were asked to complete writtenassessments at the end of each session, answering two questions: 1) What worked? and 2) What 5could be changed to make things work better? To demonstrate that targeted faculty insights wereimportant to the project, the results were shared back with the department at the beginning of thenext session, resulting in adaptations to the current work. Additionally, the feedback was used bythe facilitators to refine the specific exercises and processes for future
differences exist between male and female students regarding preferences forvarious pedagogical practices, such as collaborative learning. Additionally, we know thatstudents may construe an instructor’s gender as influencing their capacity to be role models,teach effectively, and produce scholarship. Less well known is how male and female instructorsview specific classroom strategies, as well as how often they use those strategies. To aidunderstanding, the newly developed Value, Expectancy, and Cost of Testing EducationalReforms Survey (VECTERS) was applied. VECTERS was based on expectancy theory,implying instructor decisions to integrate, or not integrate, classroom strategies are based on (1)perceived value for both students and self, (2
. Many of the grants funded to datesupport large-scale comprehensive institutional transformation (IT) projects. In 2012, a largeprivate technical university received an NSF ADVANCE IT grant and set out to strategicallylaunch several initiatives aimed at increasing the representation and advancement of womenSTEM faculty by removing barriers to resources that support career success and by creating newinterventions and resources (NSF ADVANCE 1209115).This paper reports on one of the initiatives within the overall institutional transformation planwhich focuses on a salary gender equity study for pre-tenured and tenured faculty, conducted in amanner in which stakeholders would ideally have a high-level of confidence in its results. Across-university
4 0 0 0 Computer Science 0 0 4 0 Chemical Engineering 0 0 4 2 Electrical Engineering 5 8 4 2 General Engineering 0 0 0 1 Mechanical Engineering 7 0 1 1 TOTAL 16 9 13 7 Year of Graduation (First Degree) 15 8 1 3 1998-2005
awardspresented to members each and every year. Active participation exposes potential nominees to theprocess and to experienced nominators to help them.Although SWE is not recognized by many as a “professional” technical organization, and it doesnot directly influence a faculty member’s ability to generate research sufficient to be consideredfor tenure and promotion, SWE members recognize that the organization provides many intangiblebenefits such as those discussed above. Ultimately, deep and positive connections within the SWEcommunity can improve professional goals, leadership skills, and skill sets unique to academiccareers.ConclusionsProfessional societies have a role in promoting women in academia. They provide many aspectsthat are valuable for
perworkshop. There were 233 participants within all Connectivity Series events during grant year 2,comprised of 169 (73%) women and 64 (27%) men. Survey data indicate overall highsatisfaction with the Connectivity Series offerings (Figure 1). A common theme across many ofthe sessions was that respondents felt the time was too short to allow for presentation anddiscussion. This suggests that either a) the time should be increased per session or b) sessionplanners should be more mindful of the total session content and consider splitting it over morethan one workshop (particularly as a number of respondents indicate that the time was too shortto do everything, but was the correct length for the workshop). The level of interaction in theworkshops was
programs, etc.) haveimpacted the success of these women, it was important to have distinct research sites so that Icould examine the effects of various policies and procedures on the careers of the researchparticipants within the context of each institution’s programs and policies.Population and Sample I interviewed women faculty who have their primary appointment in the engineeringschool each campus (since some faculty have dual appointments). The objective for each site was to interview at least fifty percent of the faculty so that my sample would reflect the variedexperience of tenured women faculty at each site. Table 1-1 describes the population and sampleat each research site and Table 1-2 provides employment and demographic