Institutional Matchmakers, Sponsors, and Strategists: Roles of Academic STEM Executives in Developing the Next Generation of Leaders

Abstract

Current literature shows a growing consensus about the importance of talent development of diverse leaders; however, less information is available about how this is accomplished within higher education and how these goals might be advanced or hindered by current practices. Interviews with 32 STEM (science, technology, engineering, and math) academic leaders, most from engineering and computing sciences, provided information about how these leaders identify, select, develop, and support emerging leaders in their organizations. Interviews were coded specifically for mentoring and sponsorship practices. Coding of individual de-identified transcripts described general themes; poetic transcriptions created collective narratives to elaborate perspectives and practices across the themes. The leaders described three interdependent roles: 1) Matchmakers who watch for talent to “bubble up” and aim to determine “fit” of new positions to individual talents and optimal career timing; 2) Mentors and Sponsors who counsel and advocate to advance the careers of others; and 3) Institutional Strategists whose support of new leaders aims to minimize risk and achieve organizational goals. The practices described have both a future orientation and a potential for inhibiting diverse leadership development as a result of implicit bias in supporting academic status quo. Knowledge of these approaches is useful to aspiring and newly appointed leaders. Also, organizational leaders can use this information for more comprehensive talent development that creates a deeper talent pool for leaders across higher education.