Structural Change with the Help of a Strategic Performance Cycle: How Can More Women Reach Top Management Positions During and After the COVID-19 Crisis?

2021 ◽  
pp. 223-243
Author(s):  
Bettina C. K. Binder
Keyword(s):  
Structural Change ◽  
Top Management ◽  
Strategic Performance ◽  
Management Positions

The Changing of the Guard: Turnover and Structural Change in the Top-Management Positions

1988 ◽  
Vol 33 (2) ◽  
pp. 211 ◽  
Author(s):  
J. Richard Harrison ◽  
David L. Torres ◽  
Sal Kukalis
Keyword(s):  
Structural Change ◽  
Top Management ◽  
Management Positions

Reframing Diversity in Management

2016 ◽  
pp. 105-120
Author(s):  
Ashanti De León ◽  
Wilson Ozuem ◽  
Jummy Okoya
Keyword(s):  
Corporate Governance ◽  
Integrated Approach ◽  
Top Management ◽  
Representation Of Women ◽  
Corporate Governance Codes ◽  
Management Positions ◽  
Barriers And Challenges ◽  
Board Room ◽  
Management Diversity

The development of new corporate governance codes calls for boardroom and top management diversity. Nonetheless, a lack of diversity in organisations is a worldwide situation that may vary from one country to another. This suggests that rather than relying upon established economies as a guideline, a more rounded understanding may emerge from studies that also explore a wider range of countries. This chapter examines the varieties of top management diversities, particularly the barriers and challenges women faces in management positions. It considers the grounds for an integrated approach to under-representation of women in upper rank positions, and explicates concerted efforts to improve board room diversity.

Reframing Diversity in Management

2019 ◽  
pp. 226-241
Author(s):  
Ashanti De León ◽  
Wilson Ozuem ◽  
Jummy Okoya
Keyword(s):  
Corporate Governance ◽  
Integrated Approach ◽  
Top Management ◽  
Representation Of Women ◽  
Corporate Governance Codes ◽  
Management Positions ◽  
Barriers And Challenges ◽  
Board Room ◽  
Management Diversity

The development of new corporate governance codes calls for boardroom and top management diversity. Nonetheless, a lack of diversity in organisations is a worldwide situation that may vary from one country to another. This suggests that rather than relying upon established economies as a guideline, a more rounded understanding may emerge from studies that also explore a wider range of countries. This chapter examines the varieties of top management diversities, particularly the barriers and challenges women faces in management positions. It considers the grounds for an integrated approach to under-representation of women in upper rank positions, and explicates concerted efforts to improve board room diversity.

Transformationeel leiderschap en carrière maken: sekseverschillen in consequenties van effectief leiderschap

2005 ◽  
Vol 18 (2) ◽  
Author(s):  
Marloes L. van Engen ◽  
Claartje J. Vinkenburg
Keyword(s):  
Transformational Leadership ◽  
Sex Differences ◽  
Leadership Styles ◽  
Effective Leadership ◽  
Leadership Behaviors ◽  
Top Management ◽  
Female Managers ◽  
Management Positions ◽  
Laissez Faire ◽  
Individualized Consideration

Transformational leadership and career making: sex differences in consequences of effective leadership Transformational leadership and career making: sex differences in consequences of effective leadership Marloes L. van Engen & Claartje J. Vinkenburg, Gedrag & Organisatie, Volume 18, April 2005, nr. 2, pp. 103-121 Despite indications that women, when compared to men, make more use of the effective leadership styles (i.e. transformational leadership) and less use of ineffective leadership styles (transactional and laissez-faire leadership), women in top level leadership positions remain scarce. In this study the relationship between leadership styles and career making is examined. Respondents indicated the degree to which leadership behaviors, measured by 36 items of the Multifactor Leadership Questionnaire, were likely to lead to the promotion of male and female managers to middle, higher and top management positions. The results show that transformational leadership, especially 'inspirational motivation', contributes to a larger extent to getting promoted than transactional and laissez-faire leadership. 'Individualized consideration' was found to be more important for the promotion of female managers than for the promotion of male managers. Meanwhile, 'individualized consideration' and 'contingent reward' were seen as particularly important for promotions to middle and higher management levels, and less so for promotions to top management levels. Thus, female managers may be confronted with the paradox that the style that is seen as most suitable for them is not the style that helps them to get promoted to the top level of organizations.

Gender Diversity Research in the Slovak Republic and the Participation of Women in Top Management Positions in Science and Research

2012 ◽  
Vol 482-484 ◽  
pp. 136-148
Author(s):  
Dagmar Cagáňová ◽  
Milos Čambál ◽  
Jana Sujanova ◽  
Paul Woolliscroft ◽  
Jaroslav Holecek
Keyword(s):  
Gender Diversity ◽  
Diversity Management ◽  
Female Students ◽  
Women In Science ◽  
Top Management ◽  
Participation Of Women ◽  
Starting Point ◽  
Management Positions ◽  
Long Time ◽  
Science And Research

The issue of female participation in the field of science and research has been researched and discussed in several studies, most noticeably in ´She figures 2009´. The latest research in Slovakia was conducted by Tatiana Sedová in 2009 and focused upon female students at two faculties within two different universities (Comenius Universtity - The Faculty of Mathematics, Physics and Informatics and the Slovak University of Technology – The Faculty of Electrotechnics and Informatics). The study´s results highlighted the presence of gender role stereotypes, but also a high and long established interest of female students in natural science subjects. Therefore, not only the topic of participation of women in science and research, but also the issue of women in managerial positions is worthy of investigation over an extended period of time. However, the statistics show a relatively low proportion of women in professor position at universities and a low number of women in top positions. The authors of this article will argue that the reasons for this long-time trend are not only based on stereotypes in thinking about gender equality. To be able to identify the next set of factors, it is necessary to carry out research over a long time period that also includes the women’s domestic and working environment. Until now, in Slovakia such a complex study has not been carried out. The article however, contains the starting point facts from the areas of participating women in science and research and in top management positions from the available statistics, relating to researches and area specifications for the future research. Finally, the authors would like to share their experience in this area obtained from UNDP (United Nations Development Programme) and from the active involvement in the Seventh Framework Programme: ”Improving gender diversity management in materials research institutions” with the acronym Diversity, supported by the European Union.

Entrepreneurship Education and Engineering Students

2003 ◽  
Vol 4 (2) ◽  
pp. 121-132 ◽  
Author(s):  
Teresa V. Menzies ◽  
Joseph C. Paradi
Keyword(s):  
Business Performance ◽  
Engineering Students ◽  
Comparison Group ◽  
Strong Predictor ◽  
Time Lag ◽  
Entrepreneurship Education ◽  
Top Management ◽  
Policy Makers ◽  
Management Positions ◽  
Start Ups

A 15-year cohort of graduates of an engineering degree programme at a major Canadian university who had taken either one (1EES) or three (3EES) elective entrepreneurship course(s) and a randomly stratified comparison group are the subjects of this paper. Career path, business start-ups, ownership, performance and satisfaction with their entrepreneurship education are examined. Being male and taking one or more courses in entrepreneurship proved to be a strong predictor of business ownership. Significantly more of the 1EES group had started businesses (48% had owned a business at some time since graduation) than those in the comparison group (26% had owned a business at some time since graduation). However, business performance was not significantly different according to group. Taking one or more courses in entrepreneurship was also a strong predictor of later reaching top management status. Significantly more of the 1EES group, who were not business owners, were employed in top management positions. This study also provides information on the time lag from graduation to venturing, on business characteristics, and on the desire for an entrepreneurial career in the future. Findings are important for educators and policy makers.

scholarly journals Facilitators and barriers to the assimilation of function-specific executives into senior management roles

2015 ◽  
Vol 20 (4) ◽  
pp. 315-338
Author(s):  
Roger Bennett
Keyword(s):  
Work Experience ◽  
Social Acceptance ◽  
Senior Management ◽  
Top Management ◽  
Role Clarity ◽  
Job Descriptions ◽  
Content Type ◽  
Newcomer Adjustment ◽  
General Management ◽  
Management Positions

Purpose – The purpose of this paper is to examine the factors that might contribute to the ease with which marketing executives in UK charities who have been promoted to senior general management positions adjust to the occupancy of these roles. Design/methodology/approach – In total, 37 individuals with functional marketing backgrounds currently holding top general management positions in large fundraising charities were interviewed using a frame-worked occupational autobiographic narrative approach. The research was informed by aspects of newcomer adjustment theory, notably uncertainty reduction theory. Findings – Social and personal considerations were much more important determinants of the ease of assimilation into top management positions in charities than were technical job-related matters. Role ambiguity constituted the main barrier to smooth adjustment. Mentoring, planned induction programmes, the nature of a person’s past work experience and the individual’s social status critically affected how readily a marketer fitted into a top management role. Disparate sets of factors influenced different elements of managerial newcomer adjustment (role clarity, self-efficacy, and social acceptance). Research limitations/implications – As the participants in the study needed to satisfy certain narrowly defined criteria and to work in a single sector (large fundraising charities) the sample was necessarily small. It was not possible to explore the effects on operational performance of varying degrees of ease of newcomer adjustment. Practical implications – Individuals promoted to top management posts in charities should try psychologically to break with the past and should not be afraid of projecting a strong functional professional identity to their new peers. These recommendations can be expected to apply to organisations in general which, like large charities, need senior management mentoring and induction programmes to assist recently promoted individuals from function-specific backgrounds; job descriptions for top management posts that are clear and embody realistic expectations; and “shadowing” and training activities for newly appointed senior managers with function-specific backgrounds. Originality/value – The study is the first to apply newcomer adjustment theory to the assimilation of functional managers into more senior general management. It examines a broader range of potential variables affecting managerial newcomer adjustment than has previously been considered. Relevant issues are examined in the context of an important sector: fundraising charities.

Facilitators and barriers to women’s access to top management positions in the hospitality industry

2021 ◽  
pp. 1-30
Author(s):  
Monica Segovia-Pérez ◽  
Luis Rubio-Andrada ◽  
Cristina Figueroa-Domecq ◽  
Concepcion De la Fuente-Cabrero
Keyword(s):  
Hospitality Industry ◽  
Top Management ◽  
Management Positions ◽  
Facilitators And Barriers
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