No full-text available
To read the full-text of this research,
you can request a copy directly from the authors.
Women and Leadership: Selection, Development, Leadership Style, and Performance
Abstract
Despite the proliferation of leadership research in the past 75 years, investigating the ways in which women and men leaders enact and experience leadership continues to surface unanswered questions. Through the framework of selection, development, leadership style, and performance, we report gender-related findings from a broad survey of existing literature from the past three decades. Findings include differential rates of selection for women and men leaders; leader development considerations that vary by gender; evidence in favor of general similarities in leadership style (with noted exceptions) between women and men leaders; and similar performance outcomes between women and men leaders. The importance of context, be it job type, group composition, organizational culture, or industry/sector, was also revealed. Implications for practitioners and academics alike are offered throughout this report.
... The trend toward exploring women's leadership and their role in politics has emerged (Ferdous & Islam, 2021;Holman, 2017;Gipson, Pfaff, Mendelsohn, Catenacci, & Burke, 2017;Sam, 2015), and " [O]ne should undoubtedly appreciate the increasing role of women in decision making" (Ullah, 2017, p. 5). Since the 21st century, attention to gender issues among academics, researchers, and practitioners in governance and administration has increased tremendously (Azizuddin, n.d). ...
... In their study Denis, Langley and Sergi (2012) describe that forms of leadership imply plurality in one way or another, focusing on sharing leadership in a team, clustering leadership at the top of organizations, spreading leadership across boundaries over time and establishing leadership through interaction (2012, p. 11). In his book Leadership: theory and practice, as Mary (2005, p. 107) describes, two groups of theoretical leadership traits: "trait" and "style" approaches, which focus on the leader's characteristics or behaviours and "contingency" or "path-goal" theory, which focuses on the follower and the context of leadership; and "leader-member exchange theory", "team leadership", "transactional" and "transformational" leadership, which focuses on the interaction and relationship between leader and led (Kinder, Stenvall, Six, & Memon, 2021;Gipson et al., 2017;Northouse, 2001;McKleskey, 2014;Azizuddin, n.d). ...
... High entry requirements and certain other prohibitions have discouraged a large segment of the population, especially women, from serving society" (Kabir, 2013, p. 12). The discussion of gendered leadership, that is, whether women have particular leadership characteristics, expresses two opposing views, "there is little difference between women and men" and "women have different leadership styles" (Rey, 2005, p. 4;Gipson et al., 2017;Ferdous & Islam, 2021). ...
Purpose
The main goal of the study is to participate in academic debates and explore women's leadership and related challenges and opportunities in governance, and the extent to which women’s leadership has been enhanced by administrative reforms. The goal is to broaden the scope of action by promoting women's engagement and leadership in local government.
Design/methodology/approach
This is a qualitative study that uses inductive content analysis to examine the relationship between administrative reforms and women’s leadership development in the context of local government in Southeast and South Asia.
Findings
There is a positive impact of administrative reforms on women's leadership development. There is evidence that women are preparing for leadership roles in administration, which is a sign of progress in political change and modernization of society. They have been empowered by political and administrative education in a transformative way.
Research limitations/implications
This article contributes to the literature that expands knowledge about governance, female leadership and administrative reform. They are interrelated because they are precursors to the development of women's leadership in countries.
Practical implications
The findings of this study can help governments in South and Southeast Asia become more aware of strategies to promote gender balance in governance. The unsatisfactory situation was found to exist because of problems related to socio-political, economic, cultural, and personal development.
Originality/value
This study is the first to highlight the relationship between administrative reform and the development of women in leadership positions in a rarely studied developing country.
... Globally, women encounter more challenges in their career advancement than men [10,11]. Even though the number of women in senior positions has increased worldwide, women are still underrepresented at the top levels [12,13]. More urgent efforts are required from firms to address practices that hamper women's careers [14]. ...
... Women have been progressing to leadership positions at a slower pace than men, especially in Africa [11]. Hence, they are underrepresented in key roles [12][13][14]. Even though women's sluggish progress has been attributed to factors such as inadequate professional experience [6,33] and limited education [34,69], there are gendered prejudices that hinder women's career advancement. ...
... Women are often under-represented in management positions [12,13,19]. There is a lack of gender diversity at all organizational levels, and many women in senior positions and technical roles are generally the only women 'in that role' within a department, resulting in them being undermined, ignored, or 'talked over' [14]. ...
Although there has been a worldwide cry for gender equity within organizations, gender discriminatory practices continue to be a challenge. Many women still suffer from gender discrimination and remain at the bottom of organizational structures despite their efforts to ascend. This paper seeks to examine the link between gender discriminatory practices and women’s skill development and progression within the workplace. The study espoused a quantitative approach. A questionnaire survey was self-administered online to 412 women through a convenient non-probability sampling method. Descriptive tendencies, test normality, validity, reliability, and regression analysis were performed using the statistical package for the social sciences (SPSS), AMOS 27. The results reveal that women’s skill development is impacted by workplace gender discriminatory practices, and the career progression of women is linked to their skill development. Yet it rejects the claim that workplace gender discriminatory practices impact women’s career progression. While having a gender-friendly work environment is applaudable, developing women’s skills and promoting their advancement at work will require more effort from companies. Organizations need to be deliberate about the skills development and career progression of women and institutionalize initiatives that directly encourage women to engage in developmental activities as well as initiatives geared towards promoting women’s career advancement.
... Mentoring and having strong female role models are crucial to the success of women's careers in leadership roles, according to several academic studies (Ely et al., 2014;Gipson et al., 2017). "intensive development connection of generally lengthy duration in which protégés receive a range of professional and psychological aid solely from top managers," this is what the definition of mentoring says (Whitely et al., 1991). ...
... "Sponsorship" is another type of mentorship that academics have started to pay more attention to (Gipson et al., 2017;Hewlett, 2013). The difference between sponsors and mentors is that sponsors will utilize their own relationships and influence to assist the people whom they support (Gipson et al., 2015). ...
... The growth of women in leadership roles is greatly aided by the cultivation of professional networks, which allow access to contacts that can result in career advancement, new employment opportunities, and increased professional reputation (Gipson et al., 2017). Networks are made up of many different connections between experts working in the same industry who are able to provide one another guidance, professional introductions to influential individuals, and recommendations for career possibilities (Linehan & Scullion, 2008). ...
For a variety of reasons, cybercriminals view healthcare organizations as desirable targets to attack. With significant shortages of employees and managers in cybersecurity and technology management, the need for more professionals in the field have never been more important and necessary. Meeting these workforce development shortfalls and developing innovative business strategies requires leaders from all genders and backgrounds. To effectively meet the most challenging concerns related to organizational technology management strategy will require the contributions of women. This chapter explores the barriers, complexities, and innovative approaches related to developing more women in leadership roles in information technology and cybersecurity in healthcare organizations.
... Patriarchy has also created negative belief systems among women themselves. Centuries of oppression have cowed women from taking leadership positions believing that they would not make good leaders (Gipson et al. 2017). All these factors have interacted to create an environment where women's leadership is a questioned phenomenon and where male leadership is viewed as an unquestioned norm. ...
... Despite the protocols and conventions that have been regionally and globally ratified, women's participation in local government administrative leadership is considered dire. Studies have attributed the inadequate appointment of women as leaders in municipalities to several factors with the dominant of these being discrimination, gender biases and stereotyping (Gipson et al., 2017;Ruzunduge, Zhou, and Shingirayayi, 2020). Alkadry and Tower (2014) report that women are side-lined from getting management roles right from recruitment to selection in the administrative processes of an organisation, such that most do not get employed to start with. ...
... In South Africa, the male-superior paradigm is apparent, due to various philosophies that are associated with the masculine stereotype (Gipson et al., 2017). Ryan et al. (2011) opine that women are used as mercenaries to attract people to invest in some organisations. ...
Introduction/Main Objectives: The article aimed to explore the nature, level and extent of women participation in administrative and political leadership in the Mtubatuba Local Municipality (MLM). It adopted the socialist feminism theory as its framework. Research Methods: Qualitative research methods was used in which data were collected using semi-structured interviews from eight women working in the Mtubatuba Local Municipality's political and administrative structures selected using purposive sampling methods. Thematic analysis was employed to analyze data received from participants. Novelty: The researchers found that women's leadership in both the administrative and political realms of the MLM was a struggle that demanded endurance against various harsh forces mainly stemming from culture and patriarchy. Finding/Results: The article concluded that the excessive prevalence of gender inequality and male dominance in leadership was worsened by the fact that the few women in management and leadership were not seriously considered in decision-making. This was regardless of the existence of many national and local level policies and strategies aimed at elevating women into leadership with the agenda of attaining gender equality. Conclusion: Political organizations in the Municipality failed to mobilize support for the policies that promote of advancement of women.
... Prior studies exploring the determinants of women in corporate leadership posit that it is necessary to understand how social identity characteristics (i.e. gender) integrate with leadership and analyze their implications in terms of selection, development, style and corporate performance (Gipson et al., 2017;Nguyen et al., 2020). While gender-based differences are observed, the overall evidence is mixed, especially with respect to performance (Kulik and Metz, 2015). ...
... The considerable participation of women in senior corporate positions makes it necessary to understand how social identity characteristics (i.e. gender) integrate with leadership and examine whether differences occur between male and female leaders (Gipson et al., 2017). The gender differences in leadership and their associated effects can be understood by reference to four key domains: selection, development, style, and performance (Hogan et al., 1994). ...
... Thus, it is reasonable to expect that a high Female leadership and access to finance number of female workers in the sector in which the firm belongs to increase the probability that some of them will become owners or senior managers in the firm. Using information from 75 years, Gipson et al. (2017) document within-gender similarities in selection of corporate leaders and leader development considerations (i.e. leadership style and performance outcomes). ...
Purpose
This study aims to analyze the effect of female top management and female dominant owner on whether firms experience obstacles to obtaining external finance in 136 medium- and low-income countries during 2006–2019. The analysis controls for the role of corporate governance and other firm-specific characteristics, as well as for the impact of national institutions.
Design/methodology/approach
The analysis elucidates the economic and non-economic factors driving female corporate leadership. Further, in order to capture the causal effect, the analysis uses univariate tests, multivariate regression analysis, disaggregation testing, sensitivity and endogeneity analysis to confirm the quality of the estimates. The analysis controls for various additional country-level factors.
Findings
The results show that female top management and female ownership are broadly significant determinants of firms' access to external finance, especially in relatively larger and more developed countries. The role of controlling shareholders is significant and mediates the gender effect. The latter appears more pronounced in smaller and medium-size firms, operating in the manufacturing and services sectors as well as in the countries with higher levels of development. This also varies with the countries' macroeconomic conditions and institutions governing gender development and equality as well as institutional governance effectiveness.
Practical implications
The results suggest that firms wishing to improve the firms' access to external finance should consider the role of gender in both top management and corporate ownership coupled with the effect of the specific characteristics of firms and the conditioning role of national institutions.
Originality/value
The study examines the gender effects of top management and dominant ownership for the external financing decisions of firms in low- and middle-income countries, which are underresearched. These gender effects are mitigated in various ways by the specific characteristics of firms and especially on national institutions.
... Prior studies exploring the determinants of women in corporate leadership posit that it is necessary to understand how social identity characteristics (i.e. gender) integrate with leadership and analyze their implications in terms of selection, development, style and corporate performance (Gipson et al., 2017;Nguyen et al., 2020). While gender-based differences are observed, the overall evidence is mixed, especially with respect to performance (Kulik and Metz, 2015). ...
... The considerable participation of women in senior corporate positions makes it necessary to understand how social identity characteristics (i.e. gender) integrate with leadership and examine whether differences occur between male and female leaders (Gipson et al., 2017). The gender differences in leadership and their associated effects can be understood by reference to four key domains: selection, development, style, and performance (Hogan et al., 1994). ...
... Thus, it is reasonable to expect that a high Female leadership and access to finance number of female workers in the sector in which the firm belongs to increase the probability that some of them will become owners or senior managers in the firm. Using information from 75 years, Gipson et al. (2017) document within-gender similarities in selection of corporate leaders and leader development considerations (i.e. leadership style and performance outcomes). ...
Purpose
Social risk management is vital for growth and business continuity. This study investigates the social risk shift in supply chain management during the Coronavirus Disease 2019 (COVID-19) pandemic.
Design/methodology/approach
Data were retrieved from Bloomberg between 2010 and 2021 regarding all supply chain enterprises from nine countries. The authors undertake a confirmatory examination of formulated hypotheses. Social supply chain risk (SSCR) refers to “firms that took the necessary steps to decrease social risks in their supply chain. Social risks involve the child or forced labor, poor working conditions, lack of a living and fair or minimum wage”. The authors complement the analysis and address the endogeneity issue using the dynamic generalized moments method (GMM).
Findings
A significant positive relationship between COVID-19 and SSCR was discovered in this study. Due to the COVID-19 pandemic, supply chain firms faced supply chain social risk. Notably, SSCR policies differ from one country to another during this period.
Research limitations/implications
The research has some limitations. The sample data are limited to 9 countries. Furthermore, it was somewhat difficult to determine the country-wise difference using COVID-19 as a dummy variable. Future research may adopt qualitative approaches, such as structural or semi-structural interviews.
Practical implications
The results have important implications for supply chain practitioners to consider the critical role of social risk in their operations. COVID-19 has exposed the new political economy and re-centered governments as the key actors in tackling grand challenges to safeguard workers, produce socially useful products and protect their stakeholders. Also, the study highlights the importance of governments and policymakers having a well-structured regulatory framework and environment for firms to comply with the social norms in their supply chain management. Finally, the study's findings should encourage supply chain managers to adopt a proactive mechanism that reduces the social risk impacts of pandemics.
Originality/value
Considering the historical backdrop of the COVID-19 pandemic, this study is unique in measuring the SSCR of enterprises from a worldwide viewpoint.
... The popularity appears apparently in the portrayal of women like Rani Laxmi Bai from India, who is celebrated as defender to her state's sovereignty (Wolpert, 2004as cited in Lundin, 2015 and Joan of Arc from France whose incorporation of leadership into her pious and visionary power had become threating force to England and France during the fifteenth century (Ha, 2017). Amid this portrayal of women in leadership landscape, the question of whether qualitative differences exist between male and female leaders (Gipson et al., 2017) fascinated us. So as to fathom the mystery in this question, we reviewed studies that were made on women leaders, and understood that these studies have focused mostly on stereotypes, prejudice and discrimination to define gender differences in the discourse of leadership (Eagly & Karau, 2002;Heliman, 1983;Rudman & Glick, 2001 as cited in Gipson et al., 2017). ...
... Amid this portrayal of women in leadership landscape, the question of whether qualitative differences exist between male and female leaders (Gipson et al., 2017) fascinated us. So as to fathom the mystery in this question, we reviewed studies that were made on women leaders, and understood that these studies have focused mostly on stereotypes, prejudice and discrimination to define gender differences in the discourse of leadership (Eagly & Karau, 2002;Heliman, 1983;Rudman & Glick, 2001 as cited in Gipson et al., 2017). ...
... Despite this, masculine personality traits are perceived to be important human capital characteristics (Budig, 2002;Franzway et al., 2009 as cited in Drydakis et al., 2017). This assumption in the form of gender inequality is visible across the globe when it comes to senior leadership positions while representation of women in businesses leadership, as stated by Thornton (2016, as cited in Gipson et al., 2017) is even low. ...
This article unveils the stories of women who have been standing as leaders in private schools of Kathmandu Valley. The purpose of the study was to uncover how women leaders faced challenges on their leadership journey, and how they coped with those challenges. Interpretivism was adopted as the research paradigm using narrative research design. Three women leaders from private schools of Kathmandu Valley were selected purposively and the open-ended questions were used to assemble their narratives. The narratives of the women were unfolded through our engagement in the process of storytelling and reflection. The study unveiled that the women, who appear to be sophistically handling leadership positions in their particular organizations, are hovered around by different challenges. Moreover, their stories present the challenges they have gone through so as to reach where they are; and how they have applied mechanisms to cope with the challenges that appeared on their way. The challenges on the women’s way, as suggested by their stories, were connected to the discourse of gender while they had utilized their willpower and passion, professional integrity and altruism as mechanisms to cope with the challenges. Nonetheless, the study even hints that some challenges are tough to be bounced back since they are deeply rooted to social mentalities.
... De incongruentie tussen de verwachte assertieve, controlerende, zelfverzekerde eigenschappen van managers en de verwachte zor-gende, behulpzame eigenschappen van vrouwen leidt tot vooroordelen over het leiderschapspotentieel en over het werkelijke leiderschapsgedrag van vrouwen (Eagly en Karau 2002: 588). Dat geeft aanleiding tot het stereotiep beeld dat vrouwen minder geschikt zouden zijn als managers, al is dat onterecht(Gipson et al. 2017;Hayes 1999;Kubu 2018). Het is dus moeilijker om als vrouwelijke manager positief geëvalueerd te worden, wat nadelige gevolgen kan hebben voor belonings-en promotiekansen(Gipson et al. 2017). ...
... Dat geeft aanleiding tot het stereotiep beeld dat vrouwen minder geschikt zouden zijn als managers, al is dat onterecht(Gipson et al. 2017;Hayes 1999;Kubu 2018). Het is dus moeilijker om als vrouwelijke manager positief geëvalueerd te worden, wat nadelige gevolgen kan hebben voor belonings-en promotiekansen(Gipson et al. 2017). Mede hierdoor hebben vrouwen ook een zwakkere onderhandelingspositie(Blau en Kahn 2017;Clement en Myles 1994;Cotter et al. 2001) en worden ze over het algemeen minder beloond dan mannen(Blau en Kahn 2017;Ciminelli et al. 2021). ...
In the broader context of drawing sociological attention to the theme of consumption in general and food consumption in particular, and against the more specific background of the increasingly contested meat production and consumption, this article provides an overview of (reductions in) meat consumption in the Netherlands and Belgium with a focus on trends in the period 2010-2020. Based on household panel purchasing data and supply balance sheet data, it can be concluded that meat consumption in the Netherlands is relatively stable. Meanwhile, household panel purchasing data for Belgium show a more steady and stronger decline over the past decade, as well as more fluctuations in the supply balance sheet data. The ‘Covid year’ 2020 displays a distinct pattern in both countries that deserves further exploration. Both countries face growing shares of (self-declared) meat reducers or flexitarians, ranging from around thirty percent in Belgium to forty percent or more in the Netherlands, depending on the data source and its definition of flexitarianism. Despite the fact that consumers in both countries indicate that they intend to reduce their meat consumption and/or say they have already done so, the figures mainly show that evidence-based arguments and calls in favour of meat reduction are still more resonating in attitudes, awareness and intentions of people than in actual changes in meat consumption behaviour. The findings give reason to conclude that the position of meat in the current eating patterns and eating culture in the Low Countries is not immediately on the wane. This contribution concludes with a call for more attention for the sociology of consumption and provides some perspectives for further sociological analysis.
... Gender equality in the workforce and the promotion of woman leadership is critical to economic growth and the sustainable development of society and the global community. However, gender diversity in leadership positions is a concern as women continue to be underrepresented [1][2][3][4]. Yet globally, women still earn an average of 20% less than men and make up only about 28% of executives across sectors. ...
... Globally, women leaders face social and cultural challenges that often define and hinder their career potential in various professions, including healthcare [1][2][3]. However, less is known about the factors and determinants associated with the growth and development of women leaders. ...
Background
Gender equality in the workforce and the promotion of woman leadership is critical to economic growth and the sustainable development of society and the global community. However, gender diversity in leadership positions is a concern as women continue to be underrepresented. Ensuring equal opportunities in leadership positions in the health sector can help advance the achievement of the sustainable development goals (SDGs).
Purpose
The aim of this study was to explore Saudi women’s perspectives and leadership experiences at senior-level positions in the healthcare sector.
Methods
A descriptive qualitative approach was adopted to address the study aim. This included nine semi-structured interviews with Saudi women who have held leadership positions in the health sector over the past ten years. Reflexive thematic analysis was conducted by adopting the six phases.
Results
The results showed that internal factors, such as qualifications, experience, and the innate qualities of a winner, are the most important factors that contribute to women’s leadership. Women’s role expectations, gender norms, and the patriarchal nature of the community have a negative impact on women’s leadership. One of the new findings of this study was negative attitudes and lack of support from female colleagues.
Conclusion
Women leaders in health care in Saudi Arabia share similarities and differences with women leaders around the world. However, the Saudi community has its own social norms and gender roles that cannot be denied. While Vision 2030 brought a number of positive changes in women’s empowerment that participants spoke of, more research is needed to explore men’s perceptions, which can complete the picture and lead to organizational improvement and changes.
... Em relação aos trabalhos que analisam os efeitos da presença de mulheres no C.A., em geral, tem-se duas visões diferentes: (i) parte dos estudos aponta que homens e mulheres lideram de modo semelhante (Gipson et al., 2017) e que o gênero de um novo membro do C.A. terá efeito irrelevante para os retornos das ações (Wolfers, 2006;Chapple & Humphrey, 2014); (ii) outra parte da literatura, de acordo com Sanford e Tremblay-Boire (2019), evidencia que existe um preconceito em relação às mulheres em cargos de liderança, e isso continua sendo um obstáculo para a participação efetiva no C.A. (Sanford & Tremblay-Boire, 2019;Eagly & Karau, 2002). ...
... Na área de Finanças, a eficácia da liderança geralmente é mensurada por meio de variáveis relacionadas ao desempenho financeiro da empresa, ou seja, bons gestores conseguem mostrar bons indicadores ao mercado, como retorno sobre ativos (ROA) e retorno sobre o patrimônio líquido (ROE), Q de Tobin e retorno de ações (Gipson et al., 2017;Hoobler et al., 2018). ...
O presente trabalho teve como objetivo analisar se a presença de mulheres no Conselho de Administração (C.A.) das empresas impacta o retorno das ações, utilizando um estudo de eventos. Os dados sobre a composição do C.A. foram coletados no site da Comissão de Valores Mobiliários (CVM), e os dados financeiros foram coletados no Banco de Dados Economática. Analisando os eventos em conjunto, o presente estudo não identificou efeito significativo da divulgação no retorno das ações (na análise individualizada por ações, foi observado efeito estatisticamente significante somente em alguns casos na janela de eventos). O trabalho é relevante ao contribuir para a literatura de diversidade de gênero na área de Finanças, especificamente no que tange a estudos abordando a presença de mulheres no C.A. das empresas. A pesquisa também evidencia o aspecto semiforte do mercado de ações brasileiro, considerando a teoria sobre eficiência de mercado.
... Regarding the studies analyzing the effects of the presence of women in the BoD, in general, there are two different views: (i) part of the studies indicate that men and women lead similarly (Gipson et al., 2017) and that the gender of a new member of the BoD will have an irrelevant effect on stock returns (Wolfers, 2006;Chapple & Humphrey, 2014); (ii) another part of the literature, according to Sanford and Tremblay-Boire (2019), shows that there is a prejudice against women in leadership positions, and this remains an obstacle to effective participation in the BoD (Sanford & Tremblay-Boire, 2019;Eagly & Karau, 2002). ...
... In Finance, leadership effectiveness is usually measured through variables related to the company's financial performance. That means good managers can show good indicators to the market, such as return on assets (ROA) and return on equity (ROE), Tobin's Q, and stock returns (Gipson et al., 2017;Hoobler et al., 2018). ...
Using an event study, the main purpose of this paper was to analyze whether the presence of women on the Board of Directors (BoD) of companies impacts the return of their shares. We collected data on the composition of the BoD on the website of the Brazilian Securities and Exchange Commission (CVM), and financial data were collected from the Economática Database. Considering the events as a whole, no significant effect of disclosure on stock returns was observed (for the individualized analysis, by stock, a significant effect was observed only in some cases in the event window). The paper is relevant in contributing to the literature on gender diversity in Finance, specifically concerning studies addressing the presence of women in the BoD. This research also highlights the semi-strong aspect of the Brazilian stock market, considering the theory of market efficiency.
... There have been many efforts to promote gender equality in the workplace. Yet, research evidence has shown a long-term effect of underrepresentation of women (students) in STEM industries (Adams & Kirchmaier, 2016), and considerations of senior leader selection and development still vary by gender across the globe (Gipson et al., 2017;Cuadrado et al., 2015). For example, in China, Horak and Cui (2017) revealed significant evidence of better organizational performance and competitiveness with women on corporate boards; however, gender inequity remained on the boards in the automotive industry. ...
... Generally, women are sensitive to people's needs and feelings and favour network and relationship building. Networking skills, particularly in certain membership, may increase opportunities for relationships, promotions, and professional recognition and credibility (Gipson et al., 2017). The woman's strength in relationship/team building may help collecting diverse opinions, promote innovation, and increase productivity. ...
The researchers summarized and synthesized research evidence on different women’s leadership characteristics and behaviors
from men and identified essential women’s leadership competencies that are necessary to address the new challenges of today’s
workplace and the paradigm shifts for women leaders to remain competitive in Industry 4.0. Recent neuroscience and social science
research findings regarding women’s leadership characteristics and behaviors were reviewed and discussed. Critical leadership traits,
abilities, and skills for (international) business success were discussed. Six essential women’s leadership skill sets for Industry 4.0 were
proposed to provide human resource development practitioners a framework for women leadership development and promoting gender
equality in workplace. Some unique women’s traits such as sensing, listening, accepting, approaching, collaborating, supporting, and
encouraging, can be women leaders’ strengths in the tech-driven workplace. Finally, implications for human resource development and
recommendations for future research were provided.
... There have been many efforts to promote gender equality in the workplace. Yet, research evidence has shown a long-term effect of underrepresentation of women (students) in STEM industries (Adams & Kirchmaier, 2016), and considerations of senior leader selection and development still vary by gender across the globe (Gipson et al., 2017;Cuadrado et al., 2015). For example, in China, Horak and Cui (2017) revealed significant evidence of better organizational performance and competitiveness with women on corporate boards; however, gender inequity remained on the boards in the automotive industry. ...
... Generally, women are sensitive to people's needs and feelings and favour network and relationship building. Networking skills, particularly in certain membership, may increase opportunities for relationships, promotions, and professional recognition and credibility (Gipson et al., 2017). The woman's strength in relationship/team building may help collecting diverse opinions, promote innovation, and increase productivity. ...
The researchers summarized and synthesized research evidence on different women’s leadership characteristics and behaviors
from men and identified essential women’s leadership competencies that are necessary to address the new challenges of today’s
workplace and the paradigm shifts for women leaders to remain competitive in Industry 4.0. Recent neuroscience and social science
research findings regarding women’s leadership characteristics and behaviors were reviewed and discussed. Critical leadership traits,
abilities, and skills for (international) business success were discussed. Six essential women’s leadership skill sets for Industry 4.0 were
proposed to provide human resource development practitioners a framework for women leadership development and promoting gender
equality in workplace. Some unique women’s traits such as sensing, listening, accepting, approaching, collaborating, supporting, and
encouraging, can be women leaders’ strengths in the tech-driven workplace. Finally, implications for human resource development and
recommendations for future research were provided.
... Leader development includes developing capabilities related to both structure (tasks) and consideration (relationships; Gipson et al., 2017). Regarding structure, leader development requires individuals to develop their selfmanagement capabilities, such as understanding their values and strengths, learning to manage demands on their time, and fostering change management and strategic thinking skills (Van Velsor & McCauley, 2004). ...
... Since women tend to develop closer friendships with other women (O'Brien et al., 2010), female protégés benefit more from the psychosocial support provided by female mentors than their male counterparts and learn how to handle gender bias in the workplace (Elliott et al., 2011). However, since many companies have few women in leadership roles, women protégés are often assigned to male mentors in formal mentorship programs in their organizations (Gipson et al., 2017;O'Brien et al., 2010;Ramaswami et al., 2014). Thus, women generally have few opportunities to develop informal mentoring relationships with female leaders because of the lack of women in top positions in their organizations (Dashper, 2019). ...
Women face obstacles to leader development within their organizations. We investigate how women benefit from joining women's professional organizations (WPOs). We first conducted a pilot study in which we surveyed members of a WPO in the Southeastern United States to investigate whether women join these types of organizations for leader development, with results indicating that most members joined for leader development. We then interviewed members of this same organization to explore what leadership‐related benefits they derive from their involvement. We found that experiences within this organization allowed members to hone their leadership abilities, network with other women, work directly with and observe women leaders, and receive support from others to take on leadership roles. In turn, these members had increased leadership aspirations, more confidence in their leadership capabilities, and a more expansive view of leadership within their careers. Overall, the findings from this exploratory study highlight the important role that WPOs can play in women's leader development.
... Effort: Effort is necessary for women to advance at work (Ames, Coplen & Malloy 2019), by applying for senior positions (Islam et al. 2018), seeking mentors (Kobayashi & Kondo 2019), leveraging networking opportunities (Gipson et al. 2017;Prossack 2018), and investing in personal development (Afande 2015;Rath et al. 2019). The pursuit of qualifications and skills development, which are vital for progress, demands effort, time and money, which many women may not have due to marital and family responsibilities (Jáuregui & Olivos 2018). ...
Women have been climbing the organisational ladder at a slower pace than men. Several reasons have been cited for women’s slow progress to senior positions, but little attention has been given to the role of personal responsibility in women’s career progress. Yet personal factors are vital for skills development and career advancement.
The aim of the study is to determine whether skills development influences women’s
career advancement, and to establish whether selected personal factors influence women’s skills development and their career advancement.
The study focused on women working in the service sector in Johannesburg, South
Africa.
The study was quantitative in nature, and a survey strategy was used. The final
sample consisted of 412 women.
The results reveal that personal responsibility is essential for the skills development
and career advancement of women. Also, skills development is vital for women’s career advancement.
Women need to take the lead in planning their careers, and they should
intentionally engage in developmental activities that influence their career outcomes.
Previous research has given little attention to the role women play in their own
skills development and career advancement. Also, insufficient consideration has been given to skills development to achieve career advancement. The study fills this gap in knowledge regarding women’s career advancement.
... Many remarkable women have served as presidents, commercial executives, organizational leaders, and other positions of power. Leadership styles differ between men and women (Gipson et al., 2017). Men have a stronger belief in justice, whereas women have a stronger belief in equality. ...
This research aims to study the influence of transformational leadership style on employee engagement, mediated by the practice of subordinate communication styles with women as their direct superiors. The research method employed is quantitative in nature. Data were collected online at PT Biofarma by distributing a questionnaire comprising 40 questions. Purposive sampling was used to ensure specific conditions were met before respondents were considered eligible to fill out the questionnaire. Once all the data were collected, the study applied the SPSS method, which included correlation analysis, regression analysis, and ANOVA tables. The research results indicate that women's transformational leadership significantly impacts employee engagement through communication styles. According to the findings, there is a positive correlation between transformational leadership style and both employee engagement and communication style. Employee engagement and communication style also exhibit a positive correlation. The implications of this research underscore the need for the development of effective women leadership through training, mentoring, or specialized leadership development programs to enhance employee engagement. This study can aid in recognizing women's significant contributions in improving employee engagement, potentially leading to policies promoting recognition, promotion, or increased gender equality in organizational leadership.
... Publicación semestral, TEPEXI Boletín Científico de la Escuela Superior Tepeji delRío, Vol. 10, No. 19 (2023)[1][2][3][4][5][6][7][8][9][10][11][12] ...
... Diverse leadership teams have been shown to improve organizational effectiveness and decision-making. Women's leadership in higher education can help improve academic institutions' efficiency whole-scale (Gipson et al., 2017). ...
The importance of higher education in today's world and workforce cannot be overstated. It is well-known that higher education leads to better jobs, higher salaries, and elevated social status. Unfortunately, women have been historically underrepresented in the realm of higher education. In recent years, however, numerous efforts have been made to stabilize and empower women in this arena. As such, this chapter aims to provide an in-depth analysis of these progressive efforts. Stabilizing and empowering women in higher education is essential in promoting gender equality and generational social progress. While substantial gains have been made in recent years, much remains to be done. Universities must continue to support all women in higher education – students, staff, faculty, and leaders alike – through mentorship, work-life balance policies, and opportunities for advancement. Highlighted here is that these efforts will provide women with the support and opportunities necessary to succeed in and beyond the academic sphere.
... Governance reforms in several emerging markets have specifically targeted the regulation of boards (Ararat et al., 2021). The investigation of how women and men leaders enact, and experience leadership continues to surface unanswered questions (Gipson et al., 2017). The possibility of women breaking the proverbial 'glass ceiling' to occupy senior leadership roles is still considered low in countries worldwide, the underlying reason being the more significant issue of gender inequality (Sharda, 2019). ...
The impact of female directors on firm performance needs to be more consistent in the previously conducted empirical studies, which may be due to the endogeneity problem or specific characteristics (i.e., governance, industry, competition). Financial performance is the primary concern of investors. Supervising various types of ownership and boards is a concern in good corporate governance. This study examines the relationship between board sex diversity (in commissioner and director) on financial performance. Data were collected from manufacturing companies listed on the Indonesia Stock Exchange. We analyzed the collected data using ordinary least squares with heteroskedasticity-robust standard errors to obtain unbiased standard errors of OLS coefficients under heteroscedasticity and quantile regression. This study found that only female director has a significant relationship with financial performance. These results have been tested for robustness in the period before and during the COVID-19 pandemic. As there has been limited specific research using quantile regression about the female board of the manufacturing industry during the COVID pandemic in Asia and may be helpful after this period (endemic and routine period), the study is considered to contribute to both academic research and practice in Asian business.
... Hence, empowerment will not be stable but changeable (Shrestha, 2022). Studies have shown that gender-balanced leadership improves transparency, accountability, and responsiveness to diverse societal needs (Gipson et al., 2017). ...
The paper examines the connection between gender equality and the Sustainable Development Goals (SDGs). It explores how gender equality is essential for achieving sustainable development and addresses the specific challenges and progress made in Nepal towards SDGs. Methodologically, the paper is based on the review and synthesis of secondary sources of information by explorative method. This paper mainly discusses the social, economic, environmental, and partnership aspects of SDGs in relation to gender equality and their contribution to human well-being and justice. It emphasizes the need for comprehensive and coordinated efforts to address gender disparities, promote women's empowerment, and ensure the active participation of women and girls in decision-making processes. Finally, the paper concludes by discussing the importance of integrating gender equality into policies, programs, and strategies aimed at achieving sustainable development in Nepal.
... Higher education may provide women with a variety of skills and views that they can employ in their daily life. Women who have completed their education have more opportunity to connect with people, engage in conversations, and share perspectives on a variety of issues, all of which contribute to their knowledge (Gipson et al., 2017). Women who pursue an education have more opportunity to join groups and network with a wide range of individuals. ...
Based on the findings of a literature research, this article intends to investigate the leadership qualities of a great woman as an educator in the family as perceived through the six value elements of humility, excitement, establishing competences, agility, and tactful. Changes in the millennial period now require that women have equal rights as males in all aspects of life. Women’s successes and skills to date have reinforced the assumption that there are little distinctions between men and women. Women’s leadership and role as primary educators in the home demonstrate their accomplishments and talents. According to the findings of a literature review from various sources, a great woman is a family leader because she is the one who can effectively manage household affairs, raise and educate children in the family, and provide input and suggestions to her husband as part of her role as a family educator.
... Additionally, despite the growing proportion of skilled women professionals, the Report indicates that women hold only 27 per cent of all manager positions, supporting existing research on the persisting barriers to women's leadership (Ayman & Korabik, 2010;Ryan & Haslam, 2005). Women face leadership trajectories that are more challenging than men, along with systemic discrimination (Gipson et al., 2017;Liang et al., 2018;McDowell & Carter-Francique, 2017). These barriers are both more pronounced and more complex for women from marginalized backgrounds, including culturally and linguistically diverse (CALD) and -in the Australian context -Aboriginal and Torres Strait Islander (ATSI) women (Sanchez-Hucles & Davis, 2010). ...
The present study investigates how culturally and linguistically diverse (CALD), and Aboriginal and Torres Strait Islander (ATSI) women mobilize intersecting identities through speeches delivered during women in leadership forums. As more women aspire to positions of leadership, the discursive analysis of identity management for understanding how identities are made relevant is critical. Using a discursive psychological approach, this research examines intersectionality as a social action, as it is played out in practice rather than as a theoretical concept. Here it is being anchored to empirical data to explore how it operates in the broader context of leadership talk, in particular, how diverse women represent themselves as leaders and what key identities emerge. The analysis demonstrates that in accounting for how these women achieved leadership positions, the speakers used their multiple identities as strategic resources. These identities included the categories of race, culture, gender, and parenthood. The insights from this study are significant as they shed light on the persisting barriers for women in achieving equal opportunity.
... Las diferencias de género siguen siendo evidentes, cuando se habla de escalabilidad organizacional, siendo las mujeres las que tienen muchas menos oportunidades de desarrollo que los hombres (Ely et al, 2011), siendo la condición de género un escenario de proyección social que muestra las dificultades a las que se enfrentan las mujeres para ocupar cargos directivos (Cáceres et al, 2012) y que colocan a la teoría de género con una mirada interseccional para ayudar a la teoría social a analizar los sistemas de opresión y cómo influyen entre sí en la sociedad (Carastathis, 2014), de este modo las investigaciones presentadas por (U.S. Bureau of Labor Statistics, 2015) demuestran que el efecto techo de cristal sigue presente y marca una preferencia por el liderazgo masculino, a pesar de que va en aumento el número de mujeres en posiciones directivas, estas disminuyen a medida que aumenta el nivel organizacional (Eagly et al, 2007;Knapp, 2011;Gipson et al, 2017;Khadri et al, 2023). ...
La investigación planteó como objetivo analizar las relaciones de género y formación para la ocupación de posiciones de liderazgo, tomando como referencia empresas ubicadas en la ciudad de Quito – Ecuador, con al menos 5 años de trayectoria, en donde, se aplicó un muestro aleatorio por conveniencia, seleccionado de manera indistinta personas que ocupan posiciones de liderazgo. Se empleó como instrumento de al cuestionario, logrando 218 respuestas validas depuradas y analizadas mediante el software estadístico SPSS. Los resultados evidenciaron la relación positiva del nivel de formación con la ocupación de posiciones de dirección, así como la influencia de la trayectoria profesional y la edad para que dicha relación se presente, mostrando que la condición de género femenino puede considerarse una barrera negativa para la ocupación de cargos de dirección, ampliando la teoría de meritocracia desde una perspectiva de género, que debe extrapolarse hacia la construcción de prácticas empresariales en favor de generar entornos de igualdad para la designación de cargos de alta responsabilidad; adicional el estudio permitió evidenciar que la educación es un eje fundamental para disminuir las brechas de ocupación de posiciones de liderazgo.
... Co-mentoring allowed us to safely explore our leadership styles and examine the styles of others without being judged or labeled autocratic (Gipson et al., 2017). Our co-mentoring sessions and personal reflection became opportunities to practice our leadership (Chopra et al., 2019). ...
... Leadership theories continue to experience development and provide many possibilities. Currently, researchers examine leadership theories using many diverse perspectives [1]- [5] They put and combine attributes or elements of organizational cultures, organizational behavior, cultural perspectives, and many more. One of the views to explore leadership is a gender perspective [6]- [9]. ...
Leadership theory has been studied by many researchers and continuously develop until now. The development of leadership theory made it possible to put other elements as it's dimension. To examine the transformational leadership theory, the Researcher uses a gender perspective. This study focused on finding out gender characteristics represented in transformational leadership. The result of this studied utilizing the literature review method found that transformational leadership contains a female value, so-called by some researchers as a feminist leadership style. At the beginning of leadership theory development, the characteristics of transformational leadership containing negative stereotypes, which become a glass ceiling for women's careers. The results of this study show that the nature of transformational leadership has similarities with women characters.
... Similarly, bringing women to executive levels improves integrity and participation and reshapes the allocation of resources in organisations (Schwiter et al., 2021;Gipson et al., 2017;Dadanlar and Abebe, 2020;Devillard et al., 2014). Moreover, leaders' behaviours like role models, not aggressive, positive rewarding, intellectual inspiration, well-organised communication, distinctive decision-making and corrective action are some merits of women leaders (Stefanovic and Barjaktarovic, 2020;Issa and Zaid, 2021). ...
Purpose
Much research has been conducted regarding leadership success challenges. However, few are practically oriented on whether the success of women's leadership aligns to organisational, personal and societal contexts as glass cliffs. Thus, this study aims to examine these factors and introduce how they inhibit women from leadership success.
Design/methodology/approach
This research examined the glass ceiling effects Ethiopian women leaders face. This research focused on adjusted clusters and a survey of 446 female employees from zones, woreda and kebeles. The data was processed through SPSS 25.0 to regress the values.
Findings
Breaking the glass ceiling, the glass cliffs effects on women’s income levels, the lack of an arena for self-improvement, the nature of organisation policies and challenges in teamwork were found to contribute to women’s under-representation in top leadership positions.
Research limitations/implications
The results focused only on the 94 public organisations in Ethiopia that were selected by adjusted cluster sampling.
Practical implications
Realizations of substantial change and refocusing on bringing a significant number of women to the boardrooms in the public bureaucracy, besides glass cliffs.
Social implications
Enhancing the importance of accepting women leaders.
Originality/value
To add value to the stock of literature in gender equality, this research brings a strategic focus on factors that inhibit women from top leadership positions.
... Thus, this study aims to identify potential specific barriers across different settings. Given that women constitute half of the population, building employee relationships and teamwork, the view is that their presence in leadership should be increased (Gipson et al. 2017;Morley and Crossouard 2015). In this respect, identifying and presenting the specific barriers faced by women leaders would be valuable for policy makers to take initiatives for the minimization of such barriers. ...
The study examines the personal, social, and organizational barriers facing women in university leadership positions in South Asia, building on the cases of Malaysia and Bangladesh. We discussed the topic through the lens of interactionist feminist theory. Semi-structured interviews with 20 female deans from 12 public universities in Malaysia and Bangladesh were conducted, followed by two focus group discussions with eight female deans. The results reveal that personal barriers such as family duties, lack of technological knowledge, interest in taking leadership positions, spousal support and poor time management, and lack of spousal support represented the major barriers for female deans in Bangladesh. Lack of interest in deanship was found to compound the underrepresentation of women in dean roles. The participants identified fewer socio-cultural barriers faced by Malaysian female deans, while Bangladeshi participants met major issues. The organizational barriers for female deans in public universities were reported. The findings hold significant organizational and policy implications.
... The agitation for women's inclusion in different sectors previously dominated by men, such as science and technology, creates opportunities for women to vie for work through government actions, non-governmental organizations, and gender advocacy bodies. Despite slight progress in the workplace, the gender gap to some extent impinges on women to get top positions (Gipson et al., 2017). Though the gap is wide in the political and economic structure, there is rapid progress. ...
The gender gap still poses a setback for women to advance their
careers (United Nations Educational, Scientific and Cultural
Organization [UNESCO], 2015). Gender equality for working women
and the issue of organization governance have continuously been
debated as a social reality in the workplace. However, the discourse
of equality and equity in the study of women and organizations
often focuses on fairness in the sub-Saharan regions. The inability
to adequately theorise women’s opportunities within
the organization setting and from social justice perspective is
problematic. Thus, discrimination based on gender in
the workplace is deeply organizational and social if studied from
the perspective of fairness and justice. Therefore, this paper
problematizes the importance of gender equality from
an organizational governance perspective and argues that the lack
of mentoring and discrimination based on gender affects women
working in a corporate organization in South Africa.
... The role of gender in leadership and organizational change has been analyzed predominately in business and education contexts (Gipson et al., 2017;Regnet, 2017;Reid, 2021), but to a lesser extent in newsrooms, where it often focuses on gendered differences in communication routines and styles, assumed to be a binary. Across industries, mendominated management is described as stereotypically driven, competitive, and assertive (Eagly et al., 2003). ...
Using standpoint epistemology and critical mass theory this study analyzes the potential impact on work culture and conditions in German newsrooms following a call for voluntary gender quotas in newsroom leadership. In-depth interviews with 53 journalists in 21 leading newsrooms in Germany find positive changes in work culture and conditions for all journalists in all newsrooms that reached or approached critical mass of women in leadership. Through the eyes of women and men working in these national newsrooms, an increase in women in newsrooms that came near or superseded the voluntary quota in leadership positions helped boost ongoing institutional support regarding paid parental leave and childcare options and augmented transparency around opportunities for mentoring, coaching, and hiring through more institutionalized processes. We recommend a continued implementation of voluntary quotas and further research to document and analyze long-term structural and systemic changes that more women in newsroom leadership could bring.
... Even though for several decades studies (Gipson et al., 2017) have concentrated on diverse leadership styles, some researchers have lately shifted the attention to whether there are differences between the leadership styles of women and men (Schneider and Bos, 2019). Some researchers consider this debate, a useless one, and further make the observation that what matters is the outcome because how one leads as long as his or her leadership style is an effective one does not call into question the difference (Goleman, 2017). ...
An appreciable number of females working in the hospitality industry globally, but a cursory observation shows that just a handful of them thrived in attaining top executive positions This study assessed the effect of leadership barriers on female managers in the hotel industry in Sunyani and strategies to improve women’s leadership in hotel management The positivist approach was employed to conduct a quantitative descriptive study A questionnaire was used to collect data from two hundred (200) respondents sampled using simple random and purposive sampling techniques The results showed that the majority (55%) of the respondents were males and (45%) females Findings revealed that (M=4 06 SD=1 780 P<=0 0001) not involving women effectively in decision-making reduces revenue in the hotel industry While respondents with (M=4 33 SD=1 267 P<=0 0001) indicated that provision for professional networks should be employed as a strategy to improve women's leadership Affirmative action is recommended.
... Las mujeres tienden a ser líderes afiliativas, líderes instructoras y líderes democráticas. Las líderes afiliativas trabajan para crear vínculos emocionales que aporten un sentido de unión y pertenencia a un grupo o una comunidad (Gipson et al., 2017). Las líderes instructoras desarrollan a las personas para el futuro y les ayudan a utilizar sus puntos fuertes (mentoring) (Martínez-León et al., 2020), estas líderes saben cómo inspirar, apoyan a sus pares a través de sus puntos fuertes y son adaptivas a diferentes estilos mentoring. ...
... 62 Together these theories have significantly affected the work that has been carried out so far in order to improve the understanding how gender bias and prejudice influence the perception and evaluation of female individuals aspiring to leadership positions. 63 In general, the number of female leaders who successfully navigate this leadership labyrinth is improving. For , changes in the organisation are taking place and making it easier for women to hold top leadership positions. ...
... In the last decades, several studies have been conducted addressing gender issues and leadership styles [33,37,38,[64][65][66]. It can be seen that women and men differ little in terms of the leadership skills they need, such as intelligence, but differ significantly in terms of the leadership style they use [37]. ...
Background
In recent years, the topic of health-oriented leadership (HoL) has often been investigated with health-related outcomes like general health, strain, depression, and anxiety symptoms. In contrast, research which considers the gender of leaders and employees in connection to HoL as well as studies on relationships between HoL and job satisfaction, are scarce. The aim of this paper is to explore the relationships between HoL and health status assessed by employees and leaders, to analyse the relationships between HoL and job satisfaction as a non-health-related outcome for employees and leaders and to examine differences in the assessment of HoL between men and women in a representative dataset of the working population in Germany.
Methods
Data were collected via an access panel as a cross-sectional survey. The quota sample included 643 German workers (managers and employees). We focused on staff-care as a core component of HoL. Statistical analyses were performed using Pearson correlations and regression analyses as well as t-tests and Mann-Whitney-U-Tests.
Results
The results showed no significant differences between male and female employees or leaders in assessing HoL. Regarding HoL we found relationships between self-rated health status or job satisfaction, both for the self-rated assessment of leaders and employees.
Conclusions
Our findings indicate relationships between HoL and well-being as well as job satisfaction at the workplace. For interventions of any kind, the lack of gender effects leaves a wide scope for the implementation of health-promoting measures. In particular, the findings on the relationship between HoL and job satisfaction through leaders’ self-assessment could be used for salutogenic approaches to strengthen resources in leadership trainings.
... It is a leadership style that needs the leader to build consensus with team engagement. It constantly allows for input from members of the involved group (Gipson et al., 2017). ...
The purpose of this study was to determine the mediating effect of team member effectiveness on the relationship between principal leadership styles and the professional self-esteem of teachers. Utilizing quantitative, non-experimental design via correlational technique, data were obtained from 300 elementary public school teachers who belong to the 3 districts, Magsaysay, Bansalan, and Matan-ao under the Division of Davao Del Sur. Davao Del Sur. The researcher utilized a stratified random sampling technique and an online survey mode of data collection. The researcher also utilized the statistical tools mean, Pearson r, and Path Analysis. From the results of the study, it was found out that there is a very high level of mean scores for all variables such as team member effectiveness, principal leadership styles, and professional self-esteem of teachers. Also, results revealed that there are significant relationships between principal leadership styles and professional self-esteem, between principal leadership styles and team member effectiveness, and between team member effectiveness and professional self-esteem of teachers. Further, it was revealed that there was a partial mediation effect of team member effectiveness on the relationship between principal leadership styles and the professional self-esteem of teachers.
Article visualizations:
</p
... Publicación semestral, TEPEXI Boletín Científico de la Escuela Superior Tepeji delRío, Vol. 10, No. 19 (2023)[1][2][3][4][5][6][7][8][9][10][11][12] ...
El liderazgo toma mayor importancia cada día, para las organizaciones productivas y de servicios. Su importancia se evidencia debido a la necesidad de las organizaciones por permanecer en el mercado de consumo y enfrentar la compleja dinámica del mercado. El objetivo del presente trabajo, consiste en ser la base para realizar la medición del nivel de liderazgo al interior de la organización objeto de estudio, mediante un instrumento de evaluación recuperado de la literatura, adecuada al sector fotovoltaico. La investigación planteada es importante porque permite ser un referente para la toma de decisiones y crear una base para que empresas puedan evaluar el nivel de liderazgo en la organización. La presente investigación proyecta la contextualización de un instrumento de evaluación, el cual, mediante planteamientos medidos en escala Likert, permite crear un parámetro para determinar el nivel de liderazgo al interior de una empresa objeto de estudio, particularmente para el caso de PyMEs.
Purpose
This study examines how women and men in family firms respond differently when asked about perceptions of financial performance. The study poses three research questions around this topic: Are there differences among female and male responses, do those perceptions change if men and women are leaders of the family business and does the family's socioemotional wealth (SEW) influence such responses.
Design/methodology/approach
This study uses a quantitative research design to determine if financial performance perceptions of family firms differ based on the gender of the respondents and their leadership position, and second, if SEW's dimensions influence those perceptions, using data from the Successful Transgenerational Entrepreneurship Practices (STEP) survey in 2015.
Findings
The findings indicate that due to the lack of theory regarding gender as a social construct, empirical data collected for family business studies should take under consideration if respondents are women, men, leaders and the family influence in the family business when collecting data from surveys and asking for perceptions of financial performance. Results show that women in family businesses tend to have more positive perceptions of financial performance than men, but if women are leaders, those perceptions not only decrease but become negative. In addition, the family's socioemotional wealth (SEW) exacerbates those tendencies.
Originality/value
This study contributes to the literature by helping to understand the potential limitations of subjective measures of financial performance, as women increasingly become family business leaders. It also contributes to gender studies by demonstrating that there is a lack of gender theoretical perspectives specifically, gender roles, suggesting that differences in self-promotion and self-evaluation between men and women leaders of their family firms. Finally, this study adds to the study of SEW as a multidimensional construct by showing the different effects, or lack of them by each dimension and showing the strong effect of family continuity on the perception of financial performance.
Purpose
The purpose of this study was to examine the lived experiences of working mothers during the first year of the COVID-19 pandemic and assess their perceptions of the types of training opportunities that would help advance their careers as they navigated pandemic-related challenges.
Design/methodology/approach
In study 1, 53 participants responded to an online survey that included open-ended questions regarding the impact COVID-19 has had on their careers and desires they have for training to ameliorate these concerns. For study 2, 10 participants completed an interview that included open-ended questions regarding workplace changes and professional development/training opportunities since the pandemic.
Findings
Thematic analysis showed mothers facing several setbacks in their careers, including delays, loss of hours and wages, childcare stressors and strained or lost relationships with colleagues and supervisors. A small number of participants also reported some surprisingly positive experiences, such as a push toward career innovation. Participants reported little to no exposure to career development opportunities and expressed a desire for training for leadership and interpersonal connection in the workplace.
Originality/value
Although quantitative data have been helpful in identifying and quantifying growing gender gaps in work during the pandemic, the qualitative analyses the authors used highlight how recent difficulties encountered by working mothers risk a growing gender gap in work and career mobility as women in the leadership pipeline struggle with challenges. Further, the findings suggest ways that women in management can support the working mothers on their staff, including by suggesting ways additional training may address some concerns.
This chapter examines the multilayered issue of gender and corporate sustainability and the complex factors involving cultural, societal, and social roles ascribed to women it entails. It focuses on workforce diversity, particularly the horizontal (among sectors and industries) and vertical (within top-decision-making roles) female workforce participation. It adopts a socio-legal enquiry that draws on African feminists and feminist political economy debates. I ask whether governmental and private corporation initiatives encouraging workforce gender diversity are tangible enough to even the gender workforce ratio in Ghana. It argues that tangible steps to increase gender ratios within the workforce can only be achieved if the structural, historical, and gendered nature of women’s discrimination from workforce participation is recognised and addressed. It argues further that, while the private sector is recognised as a key player in bridging the gender gap in workforce participation, the private sector alone can’t lead this change. Consequently, the Ghanaian State, both as the country’s largest employer and the policymaker, must support private-sector efforts through legislation, incentives, enforcement, and policy.KeywordsCorporate sustainabilityWorkforce gender diversityAfrican feminist lensDevaluation of women’s labourReproductive economy
Leadership style is observed as one of the significant elements that effect on the performance of teachers' and organizations. The way by which a leader gives direction and inspires others to achieve defined goals is called leadership style. A review research was conducted to examine the effects of various leadership styles on teacher and organizational performance. The prior researches were chosen based on exclusion and inclusion criteria. The final version of 167 published articles was completed. The outcomes of the review showed that transformational, charismatic, transactional and democratic leadership styles are the most practical styles that have significantly positive impacts on the performance of teachers and organizations. Leadership styles namely bureaucratic and autocratic have the no or little impacts on the performance of teachers and organizations. These leadership styles may have negative impacts on the organizational and teachers' performance.
There is extensive research conducted on the various aspects affecting women's ability to reach leadership position and their contribution toward the success of the organization. Studies on the necessity of the intelligent use of emotion as a prerequisite for effective leadership have been done in the past. However, the literature on the role of emotions in women's leadership is fragmented and disparate regarding emotions playing an advantageous or disadvantageous role for women leaders, thus, suggesting the need for a systematic literature review. Consequently, the current study of the available literature aims to discuss the reported progress in the research on women's leadership and emotions. We used articles from Scopus and Web of Science databases and applied inclusion and exclusion criteria following the SPAR-4-SLR protocol. We conducted a systematic review using bibliometric analysis and the Theory-Context-Characteristics-Methods (TCCM) framework, which provides a detailed understanding of the intersection of gender, leadership, and emotions and shows the evolution of this topic over time. Our findings revealed two main research themes: emotional expressions and emotional competence among women in leadership positions and the effect on their career advancement. This study supplements the existing reviews and attempts to interpret and suggest future research directions using the TCCM framework.
The study focuses on women in leadership roles. It explores what are the lived experiences of female Grand Student Council (GRANSCIL) officers in serving the college community. Women's leadership is a debated subject throughout history; several researches have primarily relied on inequalities and biases of gender in leadership roles and highlighted that women are underrepresented. This study examines the way in which women lead and the way they deal with challenges they have experienced in serving. The study utilized a qualitative research method, particularly transcendental phenomenology, to analyze the data acquired from the participants. The participants were the former female GRANSCIL officers who have served the college community for two years. Moreover, the result of this study revealed seven major themes such as; perception of women's leadership, women's leadership styles, roles and responsibilities in serving the college community, way of performing roles and responsibilities, challenges those women faced in serving the college community, women's way of facing the challenges, and realizations of female leaders in serving the college community. Lastly, the study indicates that women in leadership are also capable of performing different tasks. Female leaders did not consider their gender as hindrance in performing their roles and responsibilities; besides, as leaders, they tend to look upon what is best for the community. Hampered by several difficulties, yet they still come up with different strategies to cope.
Poor health service delivery has been linked to the devolution of health services, with some health workers walking off the job due to inadequate pay and unsafe working conditions. This research aimed at establishing the influence of participative leadership style on public health service delivery by county governments in the Western Kenya region. Taking a positivist approach, the study was anchored on participative leadership theory. Descriptive survey and causal-comparative research designs were adopted with a target population of 966 personnel consisting of the CECMs, Chief Officers, Directors, and County Nursing Officer for Health, Medical Superintendents, Hospital Administrator, Human Resource Officer, Head of Pharmacy, Head of Nursing, Health Records Information Officer, Head of Laboratory, Head of Clinical Services and number of patients admitted, treated and discharged drawn from all four counties of Bungoma, Busia, Kakamega, and Vihiga. Primary data was collected using both structured questionnaires and interview schedules. Qualitative data was analysed by content analysis while quantitative data was analysed using both descriptive and inferential statistics. The SPSS Software version 26 was used for statistical analysis which was both descriptive whereby frequencies, percentages, means, and standard deviation were clearly shown in the form of both tables, models and charts. The hypothesis tested for significance of the study at 5% significance level. From the results, the beta value for participative leadership from the regression model was 0.777 at p<0.05. Participative leadership explains 60.4% (R2 =0.604) of the variance in public health service delivery. Therefore, the hypothesis was rejected. The study recommends establishing transparent and straightforward policies and procedures for managing human resources, which are essential for promoting productivity, equity, and workplace peace. In order to improve service delivery, the report suggests that county governments implement methods to promote collaborative decision-making. Consultation is a necessary part of the decision making process. In this regard, as many of the perspectives of workers who are directly affected by the decision as are feasible should be considered.
In times of crisis, corporate governance, particularly the gender equality aspect, is critically important. Motivated by the phrase “gender equality today for a sustainable tomorrow,” we investigate how board gender diversity affects asset redeployability, which is a key element in the literature on investment irreversibility and a predictor of a firm's liquidity, especially in the face of unforeseen events. Asset redeployability is a crucial feature of sustainability that has received surprisingly little attention in the literature. Based on a novel indicator of asset redeployability developed recently by Kim and Kung, our results suggest that greater board gender diversity leads to greater asset redeployability, implying that female directors value asset redeployability. The findings significantly support the argument that female directors have lower risk tolerance and, as a result, favor asset redeployability, which is less risky due to flexibility of use. Further analyses, such as propensity score matching, an instrumental‐variable analysis, and Oster's approach for assessing coefficient stability, validate the results. Our results suggest that female directors foster sustainability by enhancing asset redeployability.
The purpose of this chapter is to analyze the self-perception of their own leadership in Mexican businesswomen. With this information, it can build a female leadership model, which allows knowing the self-perception of skills and characteristics they have as leaders, the situations that led them to use this leadership, the challenges they face daily in the performance of their activities, and the context in which they operate. Among the main results, it was found that Mexican businesswomen have a balanced leadership between the search for economic results and the development of quality relationships. This means that they manage to have efficient communication, they take their employees into account in the development of their companies, but they are also interested in the achievement of organizational objectives. They develop this leadership in a context where family support is key to achieving success and the main challenge they face is economic. Also, they have managed to break with the traditional scheme of work and female business leadership.
A role congruity theory of prejudice toward female leaders proposes that perceived incongruity between the female gender role and leadership roles leads to 2 forms of prejudice: (a) perceiving women less favorably than men as potential occupants of leadership roles and (b) evaluating behavior that fulfills the prescriptions of a leader role less favorably when it is enacted by a woman. One consequence is that attitudes are less positive toward female than male leaders and potential leaders. Other consequences are that it is more difficult for women to become leaders and to achieve success in leadership roles. Evidence from varied research paradigms substantiates that these consequences occur, especially in situations that heighten perceptions of incongruity between the female gender role and leadership roles.
The purpose of this investigation was to examine the psychometric properties (interrater reliabilities within source and correlations between sources) of subordinate, supervisor, peer, and self-ratings of job performance. Different job types and dimension types were compared. Using meta-analytic methodology, we found that subordinates showed the lowest mean reliability (.30) and supervisors showed the highest (.50), with peers in between (.37). Mean correlations between sources were low for subordinate ratings (.22 with supervisor, .22 with peer, and .14 with self-ratings) and for self-ratings (.22 with supervisor and .19 with peer ratings). The mean supervisor-peer correlation was higher at .34. Both reliabilities and correlations between sources tended to be higher for nonmanagerial and lower complexity jobs. Comparisons of between-source correlations with within-source reliabilities indicated that, with some qualifications, the different sources had somewhat different perspectives on performance. Dimension reliabilities differed somewhat for interpersonal and cognitive dimensions.
This study seeks to understand to what extent and in what contexts women leaders may be advantageous for teams. More specifically, this study examines how team leader gender relates to team cohesion, cooperative learning, and participative communication. Furthermore, the study argues that advantages derived from female leadership may be contingent on teams' coordination requirements. I propose that as teams' coordination requirements increase (i.e., with functional diversity, size, and geographic dispersion), teams with women leaders report more cohesion and more cooperative and participative interaction norms than those with men leaders. I aggregated survey responses from the members of 82 teams in 29 organizations at the team level. Findings from hierarchical linear modeling analyses suggest that female leadership is more positively associated with cohesion on larger and more functionally diverse teams and more positively associated with cooperative learning and participative communication on larger and geographically dispersed teams. These results call for more research on boundary conditions on the relationship between leader gender and team outcomes, on the role of relational leadership on complex and diverse teams and, ultimately, on the potential mediating role of cohesion and team interaction norms on the relationship between leader gender and team performance. Copyright © 2015 John Wiley & Sons, Ltd.
The purpose of this perspective article is to present the argument that authentic leadership is a gendered representation of leadership. We first provide a brief history of leadership theories and definitions of authentic leadership. We then critique authentic leadership and offer arguments to support the premise that authentic leadership is not gender-neutral and is especially challenging for women.
In this paper we explore the "glass cliff" form of discrimination. We review archival and experimental evidence of the glass cliff and identify multiple processes as having the potential to contribute to the phenomenon. We also outline a range of potential reactions to the phenomenon, and we elaborate strategies for eliminating glass cliffs, but, as with other forms of (gender) discrimination, we argue that these depend on the capacity for disadvantaged groups to overcome resistance on the part of those who are motivated to maintain the status quo.
We conceptualize leadership development as identity work and show how subtle forms of gender bias in the culture and in organizations interfere with the identity work of women leaders. Based on this insight, we revisit traditional approaches to standard leadership topics, such as negotiations and leading change, as well as currently popular developmental tools, such as 360-degree feedback and networking; reinterpret them through the lens of women's experiences in organizations; and revise them to meet the particular challenges women face when transitioning into senior leadership. By framing leadership development as identity work, we reveal the gender dynamics involved in becoming a leader, offer a theoretical rationale for teaching leadership in women-only groups, and suggest design and delivery principles to increase the likelihood that women's leadership programs will help women advance into more senior leadership roles.
In a sample of 961 employees working in 71 restaurants of a moderately sized restaurant chain, we investigated a key tenet of servant leadership theory that servant leaders guide followers to emulate the leader's behavior by prioritizing the needs of others above their own. We developed and tested a model contending that servant leaders propagate servant leadership behaviors among followers by creating a serving culture, which directly influences unit (i.e., restaurant/store) performance and enhances individual attitudes and behaviors directly and through the mediating influence of individuals' identification with the unit. As hypothesized, serving culture was positively related both to restaurant performance and employee job performance, creativity, and customer service behaviors, and negatively related to turnover intentions, both directly and through employee identification with the restaurant. Samesource common method bias was reduced by employing five sources of data: employees, restaurant managers, customers, internal audits by headquarters staff, and external audits by a consulting firm.
Despite evidence that men are typically perceived as more appropriate and effective than women in leadership positions, a recent debate has emerged in the popular press and academic literature over the potential existence of a female leadership advantage. This meta-analysis addresses this debate by quantitatively summarizing gender differences in perceptions of leadership effectiveness across 99 independent samples from 95 studies. Results show that when all leadership contexts are considered, men and women do not differ in perceived leadership effectiveness. Yet, when other-ratings only are examined, women are rated as significantly more effective than men. In contrast, when self-ratings only are examined, men rate themselves as significantly more effective than women rate themselves. Additionally, this synthesis examines the influence of contextual moderators developed from role congruity theory (Eagly & Karau, 2002). Our findings help to extend role congruity theory by demonstrating how it can be supplemented based on other theories in the literature, as well as how the theory can be applied to both female and male leaders. (PsycINFO Database Record (c) 2014 APA, all rights reserved).
The main purpose of this study is to investigate gender differences in leadership styles and in organizational outcome variables, together with the influence of organizational/contextual variables on leadership styles in female and male partici- pants in Spain. The sample comprised 226 participants (35 leaders and 191 subor- dinates) belonging to 35 work teams. The general findings show that only 2 of the 10 tested leadership styles are different for female and male leaders. Specifically, sub- ordinates rate female leaders as more autocratic and negotiating than men, and this evaluation varies according to the subordinates’ sex. We also found that some differences in the rating of female and male leaders depend on whether the organi- zation is stereotypically feminine or masculine.
a b s t r a c t Based on a panel of US firms over the period of 1992 to 2004, we evaluated whether firms managed by female CEOs exhibit the same performance as firms managed by male CEOs. We also examined if the gender of the CEO affects the firm risk level, and if the com-pensation packages that boards give to female CEOs have less risky components than those given to male CEOs. Our results revealed new insights: on average, the gender of the CEO matters in terms of firm performance. When the CEO is a female, the firm risk level is smaller than when the CEO is a male. Another important finding is that boards are not attending to the risk aversion differences between male and female CEOs when they design the compensation packages, especially equity based com-pensation, which can be understood as an incentive to female CEOs to take risks.
This study examines whether and how female board directors may affect corporate social performance (CSP) by drawing on social role theory and feminist ethics literature. The empirical analysis, based on a sample of 126 firms drawn from the S&P500 group of companies over a five-year period, suggests that board gender diversity (BGD) significantly affects corporate social performance. However, this impact depends on the social performance metric under investigation. In particular, more gender diverse boards exert stronger influence on CSP metrics focusing on ‘negative’ business practices, such as the ‘concerns’ dimension of the Kinder Lydenberg Domini, Inc. (KLD) ratings. This is because such CSP ratings have the potential to induce higher levels of ‘empathic caring’, which strongly appeals to female directors. Hence, this study reveals further hidden connections in the BGD-CSP link which have important implications for managers, nongovernmental organisations and socially responsible investors.
In recent years, the number of female Chief Executive Officers (CEO’s) at large firm’s has increased to the point that it is possible to statistically compare the performance and management characteristics of firms managed by CEO’s of different genders. This paper is an exploratory study that examines the relationship between CEO gender and the performance and management of publicly traded firms. We use a large dataset of annual Forbes CEO data, combined with Compustat data, covering the time period of 1997 to 2006. Our results show that CEO gender is related to a number of factors including inside ownership and return on assets.
In this article, research is reviewed on the emergence of male and female leaders in initially leaderless groups. In these laboratory and field studies, men emerged as leaders to a greater extent than did women. Male leadership was particularly likely in short-term groups and in groups carrying out tasks that did not require complex social interaction. In contrast, women emerged as social leaders slightly more than did men. These and other findings were interpreted in terms of gender role theory, which maintains that societal gender roles influence group behavior. According to this theory, sex differences in emergent leadership are due primarily to role-induced tendencies for men to specialize more than women in behaviors strictly oriented to their group's task and for women to specialize more than men in socially facilitative behaviors.
This book is a beginning, a first step, in taking leader development in organizations beyond conventional wisdom toward a scientifically sound research-based set of principles and practices. The authors looked beyond their own academic disciplines to bring to bear accumulated wisdom from researchers who have developed well-established and accepted theoretical perspectives on adult development processes in general, then wove in the ideas that have emerged in more targeted research on adult education, development of cognitive skills, identity development, self-regulation, moral and ethical development, and related topics. The authors present an integrative theory that provides a coherent framework for describing an understanding how leader development takes place.
This study contributes to the work on board composition and firm corporate social responsibility by extending it to the environmental domain. It evaluates the relationship between boards of directors’ composition and environmental corporate social responsibility (ECSR) by integrating literatures on board composition, firm corporate social responsibility, and individual differences in attitudes toward and information about environmental issues. Using disclosed company data and the natural environment ratings data from Kinder Lydenberg Domini (KLD) Inc. for 78 Fortune 1000 companies, the study finds that a higher proportion of outside board directors is associated with more favorable ECSR and higher KLD strengths scores. Firms with boards composed of three or more female directors received higher KLD strengths scores. And, boards whose directors average closer to 56 years in age and those with a higher proportion of Western European directors are more likely to implement environmental governance structures or processes. Our results also reinforce growing concerns around unidimensional KLD measures.
Even when CEOs make gender diversity a priority by setting aspirational goals for the proportion of women in leadership roles, insisting on diverse slates of candidates for senior positions, and developing mentoring and training programs they are often frustrated by a lack of results. That's because they haven't addressed the fundamental identity shift involved in coming to see oneself, and to be seen by others, as a leader. Research shows, the authors write, that the subtle "second generation" gender bias still present in organizations and in society disrupts the learning cycle at the heart of becoming a leader. Women must establish credibility in a culture that is deeply conflicted about whether, when, and how they should exercise authority. Practices that equate leadership with behaviors considered more common in men suggest that women are simply not cut out to be leaders. Furthermore, the human tendency to gravitate to people who are like oneself leads powerful men to sponsor and advocate for other men when leadership opportunities arise. The authors suggest three actions to support and advance gender diversity: Educate women and men about second-generation gender bias; create safe "identity workspaces" to support transitions to bigger roles; and anchor women's development efforts in their sense of leadership purpose rather than in how they are perceived.
Two issues were explored: (a) which impression management (IM) tactics applicants use during actual interviews and (b) whether there is a relationship between applicants' IM tactics and their interview outcomes. The study also examined convergence across different methods and raters when measuring IM. Postinterview survey measures were obtained from applicants and interviewers regarding applicant IM behavior during a specific interview; in addition, a subset (n = 24) of interviews was audiotaped and analyzed for the presence of IM. Analyses revealed low to moderate convergence across methods and raters, suggesting that IM tactics may be multidimensional constructs. Across methods and raters, there was consistent evidence of greater applicant self-promotion than ingratiation. Similarly, IM tactics significantly predicted interviewers' evaluations and whether applicants later obtained site visits. Implications for future research are discussed.
This review article posits that the scarcity of women at the upper levels of organizations is a consequence of gender bias in evaluations. It is proposed that gender stereotypes and the expectations they produce about both what women are like (descriptive) and how they should behave (prescriptive) can result in devaluation of their performance, denial of credit to them for their successes, or their penalization for being competent. The processes giving rise to these outcomes are explored, and the procedures that are likely to encourage them are identified. Because of gender bias and the way in which it influences evaluations in work settings, it is argued that being competent does not ensure that a woman will advance to the same organizational level as an equivalently performing man.
Organizational strategies to achieve gender diversity have focussed on bottom-up approaches such as mentoring or leadership training. However, women’s representation at senior organizational levels remains well below men’s. This study investigates the trickle-down effect where an increase in female representation at a senior organizational level is expected to result in an increase in female representation at a lower level of management. Competing theories from the psychology and management literatures, that support or oppose the prediction of a trickle-down effect, are presented. Integrating these theories, we hypothesize a curvilinear relationship between female representation at two levels. Data for 1,387 organizations listed on the Australian Securities Exchange were collected for the period 2003-2012. Female representation at a senior organizational level (board) had a positive impact on subsequent female representation at a lower level of management (executive). A curvilinear relationship was found, with a weaker effect at low levels of female board representation, but only in organizations with no female executives. The trickle-down effect was strongest after one year, but still significant after five years. This evidence for the trickle-down effect suggests that organizations should consider multiple appointments of women to senior roles as a top-down strategy for increasing organizational gender diversity.
SYNOPSIS
This paper investigates the impact of one form of board diversity on the incidence of financial restatement. More specifically, we hypothesize that there is a negative relation between female board presence (defined as whether or not a board has at least one female director) and the likelihood of a financial restatement. Our hypothesis is consistent with a female board presence contributing to the board's ability to maintain an attitude of mental independence, diminishing the extent of groupthink and enhancing the ability of the board to monitor financial reporting. Utilizing the U.S. General Accounting Office (U.S. GAO 2002) report on restatements, we construct a matched-pair sample of 278 annual (187 quarterly) restatement and 278 annual (187 quarterly) control firms. After controlling for other restatement-related factors, we find a significant association between the presence of at least one woman on the board and a lower likelihood of restatement. Our results continue to hold in annual restatements from the post-Sarbanes-Oxley (SOX) time period.
This research uses the network-analytic concepts of homophily, tie strength, and range to explore gender differences in characteristics of middle managers' information and career support networks. When the effects of position and potential for future advancement were held constant, women's netwotks were less homophilous than men's. Women high in advancement potential, however, relied to a greater extent than both high-potential men and less high-potential women on close ties and relationships outside their subunits. On the basis of these findings, we suggest that different types of networks may provide alternative routes to similar career resources for men and for women.
Authenticity has been a focus of much leadership research in recent years. Despite this interest, there has been a dearth of studies that explore the role of gender in the social construction of authenticity. To date, authentic leadership theories have tended to be either gender neutral or, where gender has been considered, it is argued that women as ‘outsiders’ are less likely to be accepted by their followers as authentic leaders. In this study we examine the media representations of the CEOs — one male, one female — of two major Australian retail banks during the global financial crisis. Our approach enables us to show that authenticity is something leaders ‘do’ rather than something they ‘have’ or ‘are’, and that being constructed as authentic depends on the leader performing authenticity in line with gender norms deemed appropriate for the socially constructed context in which they are expected to lead.
A study was conducted on three hundred and fifty-eight Managers across the Johnson & Johnson Consumer & Personal Care Group (JJC&PC Group) globally to assess if there are specific leadership competencies that distinguish high performers from average performers. Participants were randomly selected, then coded for performance rating, potential code, gender, functional group and regional area. More than fourteen hundred employees took part in a one hundred and eighty three question multi-rater survey that measured a variety of competencies associated with leadership performance including those commonly referred to as Emotional Intelligence. Results showed that the highest performing managers have significantly more “emotional competence” than other managers. There was strong inter-rater agreement among Supervisors, Peers, and Subordinates that the competencies of Self-Confidence, Achievement Orientation, Initiative, Leadership, Influence and Change Catalyst differentiate superior performers. The high potential managers received higher scores in the emotional competencies by Peers and Supervisors, but not by Subordinates. Some gender difference was found, with Supervisors rating Females higher in Adaptability and Service Orientation, while Peers rated Females higher on Emotional Self-Awareness, Conscientiousness, Developing Others, Service Orientation, and Communication. Direct reports scored Males higher in Change Catalyst.
This study examined the association between corporate transparency and ethical orientation of Fortune 500 companies and the number of females represented on the board of directors from the Fortune (2010) annual report data. Our basis for this judgment was whether the firm was listed on either (both) Ethisphere Magazine’s “2010 World’s Most Ethical Companies“ (Ethisphere Magazine 2011) or (and) Corporate Responsibility Magazine’s “100 Best Corporate Citizens 2010“ (Corporate Responsibility Magazine 2011) list(s). Our results indicated that, as the number of women directors increased, the probability of a corporation appearing on these lists increased. We also found that a ‘‘critical mass’’ of women directors was indicated by the data for Ethisphere Magazine’s but not Corporate Responsibility Magazine’s list.
Women bring a different perspective to decision making. Yet where that perspective is, arguably, needed most, on boards, women are noticeably under-represented. In this article, Ivey's Dean, who sits on several boards, makes a strong and compelling case for why there should be more women on more boards and what companies can do to identify and help more women to become board members.
The positive correlation between the presence of female directors on boards and corporate performance suggests that women appear to make better directors than men. But why? Using the Defined Issues Test (DIT) instrument (Rest, 1979, 1986), 624 board directors (75% male; 25% female) were surveyed to determine their reliance on three reasoning methods (i.e., Personal Interest, Normative and Complex Moral Reasoning or CMR) to make decisions. The results showed that female directors achieved significantly higher scores than their male counterparts on the CMR dimension which essentially involves making consistently fair decisions when competing interests are at stake. Since directors are compelled to make decisions in the best interest of their corporation while taking the viewpoints of multiple stakeholders into account, having a significant portion of female directors with highly developed CMR skills on board would appear to be an important resource for making these types of decisions and making them more effectively.
The aim of this study is to conceptually define and develop a scale to measure relational behavior in the workplace associated with theorized differences in how women and men approach work. Drawing from the gender studies and organizational literatures, the construct is defined and a relational approach to work scale is developed. Data were collected from a sample of 223 graduate students with work experience. Findings show preliminary evidence of reliability and validity.
How does racial and gender diversity in the management ranks affect the bottom line? Our findings indicate that participative strategy making (PSM) positively moderates the relationship between both racial and gender diversity in management and firm performance measured as return on assets. Specifically, PSM strengthens the positive relationship that exists between racial diversity in management and firm performance. Although no main effect is observed for gender diversity in management, our results reveal that gender diversity in management is positively related to performance when PSM is high. However, we find that gender diversity in management is negatively related to performance when PSM is low, while gender homogeneous management experience superior performance. We offer implications for diversity research to embrace and consider the role of PSM and ‘inclusiveness’.
Although the number of women in middle management has grown quite rapidly in the last two decades, the number of female CEOs in large corporations remains extremely low. This article examines many explanations for why women have not risen to the top, including lack of line experience, inadequate career opportunities, gender differences in linguistic styles and socialization, gender-based stereotypes, the old boy network at the top, and tokenism. Alternative explanations are also presented and analyzed, such as differences between female leadership styles and the type of leadership style expected at the top of organizations, feminist explanations for the underrepresentation of women in top management positions, and the possibility that the most talented women in business often avoid corporate life in favor of entrepreneurial careers.
Work–family programs signal an employer's perspective on gender diversity to employees, and can influence whether the effects of diversity on performance are positive or negative. This article tests the interactive effects of nonmanagement gender diversity and work–family programs on productivity, and management gender diversity and work–family programs on financial performance. The predictions were tested in 198 Australian publicly listed organizations using primary (survey) and secondary (publicly available) data based on a two-year time lag between diversity and performance. The findings indicate that nonmanagement gender diversity leads to higher productivity in organizations with many work–family programs, and management gender diversity leads to lower financial performance in organizations with few work–family programs. The results suggest different business cases at nonmanagement and management levels for the adoption of work–family programs in gender-diverse organizations. © 2014 Wiley Periodicals, Inc.
Two traits – warmth and competence – govern social judgments of individuals and groups, and these judgments shape people's emotions and behaviors. The present chapter describes the causes and consequences of warmth and competence judgments; how, when and why they determine significant professional and organizational outcomes, such as hiring, employee evaluation, and allocation of tasks and resources. Warmth and competence represent the central dimensions of group stereotypes, the majority of which are ambivalent – characterizing groups as warm but incompetent (e.g., older people, working mothers) or competent but cold (e.g., “model minorities,” female leaders), in turn eliciting ambivalent feelings (i.e., pity and envy, respectively) and actions toward members of those groups. However, through nonverbal behaviors that subtly communicate warmth and competence information, people can manage the impressions they make on colleagues, potential employers, and possible investors. Finally, we discuss important directions for future research, such as investigating the causes and consequences of how organizations and industries are evaluated on warmth and competence.
The inconsistent findings of past board diversity research demand a test of competing linear and curvilinear diversity–performance predictions. This research focuses on board age and gender diversity, and presents a positive linear prediction based on resource dependence theory, a negative linear prediction based on social identity theory, and an inverted U-shaped curvilinear prediction based on the integration of resource dependence theory with social identity theory. The predictions were tested using archival data on 288 large organizations listed on the Australian Securities Exchange, with a 1-year time lag between diversity (age and gender) and performance (employee productivity and return on assets). The results indicate a positive linear relationship between gender diversity and employee productivity, a negative linear relationship between age diversity and return on assets, and an inverted U-shaped curvilinear relationship between age diversity and return on assets. The findings provide additional evidence on the business case for board gender diversity and refine the business case for board age diversity.
This paper focuses on the relationship between Chief Executive Officer (CEO) and Chairperson characteristics and firm performance. Specifically, the study examines the association between the characteristics of the CEO and the Chairperson of the board and firm performance. Using a sample of S&P 500 firms, the evidence found suggests that demographic and experien