From barrier recognition to strategic intervention: How women nonprofit leaders use mentorship communication practices to build leadership capacity and promote gender equity

Abstract

Despite women comprising 70-75% of the nonprofit workforce, they occupy only 18-30% of executive leadership positions, creating a troubling paradox where organizations dedicated to social justice perpetuate internal gender inequities (50 Women Can Change the World in Nonprofit, n.d.; Clerkin, 2024). This underrepresentation stems from systemic barriers, including the various glass metaphors, organizational performance expectations, gender differences in leadership styles, and other leadership obstacles and structural constraints that may be unique to nonprofit organizations (NPOs). While existing research demonstrates that mentorship can build leadership capacity, more research is needed to examine how women in NPO leadership specifically employ mentorship communication practices to address gender-based barriers and develop the leadership capabilities of other women within resource-constrained NPOs.This qualitative study employed semi-structured interviews with 16 women leaders in medium to large nonprofit organizations (NPOs) to investigate: (1) what challenges do women NPO leaders recognize as barriers when mentoring women into leadership positions, and (2) what communication practices do NPO women leaders use to encourage women to take leadership roles in NPOs (build leadership capacity)? Using feminist mentoring theory as a framework, the study analyzed how these leaders navigate and work to transform systemic barriers through strategic mentorship interventions. Findings revealed that the 16 women NPO leaders recognized two primary barriers: work-life balance issues that disproportionately affect women’s career advancement, and communication style challenges where women face impossible standards of being “Too blunt. Too direct. Never just right.” In response, the 16 women NPO leaders employed three key mentorship communication practices: developing and maintaining relationships through vulnerability, transparency, and regular contact; intentionally creating active career development pathways, including opportunity identification and confidence-building; and addressing systemic barriers with practical solutions, such as flexible work arrangements and strategic communication training. Theoretically, the research expands feminist mentoring theory by showing how its core principles are applied in practice within mission-driven organizations, highlighting the adaptable nature of egalitarian mentorship approaches across various organizational settings. Practically, the findings offer nonprofit organizations ready-to-use strategies for promoting gender equity in leadership while enhancing organizational effectiveness and social impact. Keywords: nonprofit organizations (NPOs), women leaders, mentorship, feminist mentorship, gender equity, gender disparities, leadership capacity building, communication practices, systemic barriers.