Preferred leadership prototypes of male and female leaders in 27 countries

2009 ◽  
Vol 40 (8) ◽  
pp. 1396-1405 ◽  
Author(s):  
Lori D Paris ◽  
Jon P Howell ◽  
Peter W Dorfman ◽  
Paul J Hanges
Keyword(s):  
Female Leaders ◽  
Male And Female

The Next Generation of Leaders

2015 ◽  
pp. 16-42 ◽  
Author(s):  
Ben Tran
Keyword(s):  
Corporate Culture ◽  
Hospitality Industry ◽  
Business Environment ◽  
Women In Leadership ◽  
Hotel Management ◽  
Female Leaders ◽  
Leadership Positions ◽  
Female Executives ◽  
Global Business ◽  
Male And Female

The low number of female (expatriate) leaders in today's hotel management industry within the global business environment is a concern to most scholars writing on female executives. Most studies focus on the difficulties women face, while a minority of them examine the sources of their success. For academicians, it has been proven time and time again that differences between male and female do not warrant the fact that there are less women in leadership positions in the hotel and hospitality industry due to the claim that men are more qualified than women. For practitioners, however, many organizations have managed to demonstrate to the contrary of academicians, through the practice and maintenance of its corporate culture. The purpose of this chapter is to address two sets of stereotypes about female leaders in the hotel management industry: 1) the glass ceiling, the glass cliff, the glass border, and the pink collar ghetto or patterns of employment ghettos; and 2) the three persistent myths regarding female leaders in the hotel management industry.

Action Sports, the Olympic Games, and the Opportunities and Challenges for Gender Equity: The Cases of Surfing and Skateboarding

2018 ◽  
Vol 42 (5) ◽  
pp. 315-342 ◽  
Author(s):  
Belinda Wheaton ◽  
Holly Thorpe
Keyword(s):  
Case Studies ◽  
Gender Equity ◽  
Cultural Change ◽  
Power Relations ◽  
Olympic Games ◽  
Female Leaders ◽  
Male And Female ◽  
Action Sports ◽  
Diverse Groups ◽  
Critical Literature

Commentators have suggested that action sports have provided space for more progressive gendered power relations than many more traditional, institutionalized sex-segregated sports. However, as action sports become institutionalized via Olympic inclusion, what are the potential opportunities and challenges for girls and women as both athletes and industry leaders? Drawing on interviews with male and female leaders in surfing and skateboarding industries, media and cultures, and an analysis of niche media, we assess the opportunities for women as the sports prepare for the Tokyo 2020 Olympic Games. The two case studies reveal the different struggles and strategies of women in these two sporting cultures, as well as the roles played by men in supporting cultural change. This article contributes to the critical literature assessing the International Olympic Committee’s (IOC) claims to provide opportunities for diverse groups of women and, more widely, the challenges in establishing effective policies to “empower” girls and women in and through sport.

Attributions for Success and Failure of Men and Women in Leadership Positions

1994 ◽  
Vol 75 (3) ◽  
pp. 1307-1312 ◽  
Author(s):  
Kenneth S. Shultz
Keyword(s):  
Task Difficulty ◽  
Women In Leadership ◽  
Leadership Roles ◽  
Female Leaders ◽  
Leadership Positions ◽  
Men And Women ◽  
Male And Female ◽  
Female Leader ◽  
Performance Ability ◽  
Male Leader

Attributions for the success and failure of men and women in leadership positions were examined as a function of the subjects' attitudes towards women in leadership roles (as measured by the Women As Managers Scale of Peters, Terborg, and Taynor. 80 men and 80 women were randomly assigned to one of four conditions in which a leader's performance was described, i.e., male leader—success, male leader—failure, female leader—success, female leader—failure. Subjects then rated the importance they believed each of four factors had in determining the leader's performance (ability, effort, task difficulty, and luck). A general reluctance of subjects to make external attributions and to distinguish between male and female leaders was found.

Follower Reactions to Male and Female Leaders Who Maintain or Lose Reward Power

1990 ◽  
Vol 21 (1) ◽  
pp. 97-112 ◽  
Author(s):  
William E. Jurma ◽  
Beverly C. Wright
Keyword(s):  
Female Leaders ◽  
Male And Female

Champions of gender equality: female and male executives as leaders of gender change

2015 ◽  
Vol 34 (1) ◽  
pp. 21-36 ◽  
Author(s):  
Jennifer Anne de Vries
Keyword(s):  
Gender Equity ◽  
Participant Observation ◽  
Theory And Practice ◽  
Social Constructionist ◽  
Female Leaders ◽  
Male And Female ◽  
Content Type ◽  
Partnership Model ◽  
And Gender ◽  
Gender Change

Purpose – The purpose of this paper is to examine male and female executives as leaders “championing” gender change interventions. It problematizes current exhortations for male leaders to lead gender change, much as they might lead any other business-driven change agenda. It argues that organizational gender scholarship is critical to understanding the gendered nature of championing. Design/methodology/approach – This paper draws on a feminist qualitative research project examining the efficacy of a gender intervention in a university and a policing institution. Interviews with four leaders have been chosen from the larger study for analysis against the backdrop of material from interviewees and the participant observation of the researcher. It brings a social constructionist view of gender and Acker’s gendering processes to bear on understanding organizational gender change. Findings – The sex/gender of the leader is inescapably fore-fronted by the gender change intervention. Gendered expectations and choices positioned men as powerful and effective champions while undermining the effectiveness of the woman in this study. Research limitations/implications – Further research examining male and female leaders capacity to champion gender change is required. Practical implications – This research identifies effective champion behaviors, provides suggestions for ensuring that gender equity interventions are well championed and proposes a partnership model where senior men and women play complementary roles leading gender change. Originality/value – This paper is of value to practitioners and scholars. It draws attention to contemporary issues of leadership and gender change, seeking to bridge the gap between theory and practice that undermines our change efforts.

scholarly journals Leadership styles: perceived differences between male and female leaders in the fields of finance and accounting

2020 ◽  
Vol 12 ◽  
pp. 1173
Author(s):  
Emerson Weslei Dias ◽  
Elza Fatima Rosa Veloso ◽  
Marcelo Antonio Treff
Keyword(s):  
Data Collection ◽  
Leadership Styles ◽  
Leadership Style ◽  
Female Leaders ◽  
Leadership Positions ◽  
General Hypothesis ◽  
Men And Women ◽  
Male And Female ◽  
Electronic Survey

The purpose of this study is to identify how accounting and finance professionals perceive the leadership styles adopted by their male and female leaders. In order to analyze the hypothesis that there are differences in leadership styles between men and women, a bibliographical review of leadership style and contingency theories was carried out. For the data collection, an electronic survey was carried out, using an adapted version of the EAEG (Escala de Avaliação do Estilo Gerencial) scale proposed by Melo (2004), totaling 278 valid responses. Although the general hypothesis has been rejected, the results indicate that women still face differences in their chances of assuming leadership positions.

The Barriers, Facilitators, and Solutions for Women in Educational Leadership Roles in a Chinese University

2020 ◽  
Vol 9 (1) ◽  
pp. 5-24
Author(s):  
Xintong Lu
Keyword(s):  
Educational Leadership ◽  
Gender Equity ◽  
Research University ◽  
Leadership Roles ◽  
Female Leaders ◽  
Male And Female ◽  
Chinese University ◽  
Facilitating Factors ◽  
Underrepresentation Of Women

Abstract Although women are considered to be dominant contributors in the field of education, underrepresentation of women in educational leadership is still a pervasive issue. The situation may be more critical in the Asian Chinese context, wherein the male-dominated tradition of the feudal system has been prevalent for thousands of years. This article examines the barriers faced by women in educational leadership roles in a Chinese university, and the facilitators of female educational leadership. The case study was conducted using qualitative methods, involving interviews with both male and female leaders. The findings present a range of barriers that women in the research university are now facing, facilitating factors, and ways to solve the issue. Addressing the importance of recognising the underrepresentation of women in Chinese universities also has the aim of promoting gender equity in educational leadership.

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