scholarly journals Women's Participation in Local Union Leadership: The Massachusetts Experience

ILR Review ◽  
1992 ◽  
Vol 45 (2) ◽  
pp. 267-280 ◽  
Author(s):  
Dale Melcher ◽  
Jennifer L. Eichstedt ◽  
Shelley Eriksen ◽  
Dan Clawson
Keyword(s):  
White Women ◽  
Women In Leadership ◽  
Minority Women ◽  
Female Leaders ◽  
Leadership Positions ◽  
Male And Female ◽  
Local Union ◽  
Union Leadership ◽  
Women's Participation ◽  
Union Leaders

A 1989 survey of leaders of a sample of Massachusetts AFL-CIO-affiliated union locals indicates that although women are represented in these union locals' leadership in numbers nearly proportional to the female percentage of membership, they are under-represented in the most influential positions. Women are over-represented as secretaries and seriously under-represented as presidents; they chair many committees, but rarely the key grievance or negotiations committees. Minority women appear to be even more under-represented in leadership positions than are white women. Both male and female union leaders said they would like to see more women in leadership, but most of the men did not seem to view the need for more female leaders as urgent, since they indicated that women's issues were adequately represented by male leaders.

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.

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.

The Next Generation of Leaders

2019 ◽  
pp. 492-518
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.

“Judases”

2020 ◽  
pp. 67-92
Keyword(s):  
Gilded Age ◽  
Local Union ◽  
Union Leadership ◽  
Union Leaders ◽  
Union Decline ◽  
United Mine Workers ◽  
United Mine ◽  
Mine Workers

Chapter 3 examines the reasons that caused workers to leave or reject unions. Scholars normally associate union decline with workers disillusion with unionism. This chapter, however, argues that workers’ faith in unionism did not waver as much as their faith in union leaders did. As Gilded Age unions like the United Mine Workers implemented a more centralized hierarchy, local union autonomy waned. As a result, workers doubted whether union leaders made decisions with the workers’ interests in mind, and they left the union when it seemed their leaders went astray. Rather than abandoning unionism altogether, however, many of these individuals formed local unions that rivaled the national unions, indicating that workers had more problems with union leadership than they did with unionism itself.

Outsiders

2020 ◽  
pp. 93-118
Keyword(s):  
White Women ◽  
People Of Color ◽  
Immigrant Workers ◽  
Union Leadership ◽  
Union Leaders ◽  
Highly Skilled ◽  
English Speaking ◽  
United Mine Workers ◽  
United Mine ◽  
Mine Workers

This chapter discusses the problems within unions that caused union leadership to treat members differently from one another. It argues that although union leaders often claimed the unions were open to all races and ethnicities, the efforts they pursued favored white laborers over people of color. Stereotypes that associated black miners with strikebreaking and construed non-English-speaking immigrant miners as unintelligent and unskilled cast a shadow over union procedures and the laws unions fought to secure. Even though farmers and white women had less experience in the mines, these individuals were welcomed far more readily than black and immigrant workers who were often highly skilled in the mining trades. In the end, the exclusivity practiced by organizations like the United Mine Workers alienated nonwhite and non-English-speaking workers, giving these groups little reason to join union ranks

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.

scholarly journals Labor Union Leadership And Career Advancement In Major Nigerian Oil Companies

2012 ◽  
Vol 11 (12) ◽  
pp. 1397
Author(s):  
Kola Sonaike
Keyword(s):  
Federal Government ◽  
Labor Union ◽  
Oil Industry ◽  
Work Force ◽  
Leadership Positions ◽  
Chi Square ◽  
Oil Companies ◽  
Union Leadership ◽  
Union Leaders ◽  
Research Findings

Labor related issues in the upstream sector of the Nigerian oil industry started to emerge soon after the discovery of petroleum in commercial quantities within the Niger Delta area mid- 1950s (Shell, 2000). Different groups within and outside the oil industry formed opinions about union leaders in the most strategic industry in the country. This was in part the case because the work force became better educated than their predecessors. One group among the industrys stakeholders believe labor union leaders have been ill treated, penalized, and stagnated, over the years by their managements. Supervisors and managers, it is alleged, act repulsively and harassingly towards union leaders in order to suppress their activities. Others believe the union leaders have been pampered and favorably treated by the managements of these companies in order to maintain peace. This study sets out to discover whether or not these notions about labor union leaders in the major oil companies in Nigeria are true. In this regard, ten null hypotheses were tested to accept or reject the notion that union leaders are not favored, are not educationally qualified, are not productive, are not militant, are not loyal, are not penalized for holding labor union leadership positions, cannot progress beyond executive status and cannot score more than 70 percentile on the researchers charismatic and superior leadership scale. One of the hypotheses was tested using ANOVA, two were tested using Kruskal-Wallis, and seven were tested using Chi-Square. The research findings highlighted some areas that the management of major oil companies and the federal government of Nigeria need to look into. Management of these companies need to look into the issue of the small group of managers and supervisors in the companies who still view labor unionism in negative light and consider labor union leaders as mere loafers and trouble makers. Training programs in labor unionism need to be carried out on regular basis for union leaders, managers, and supervisors in these companies. Further, the federal government of Nigeria needs to look into the perennial labor-related conflicts between the major oil companies and their host communities.

scholarly journals Barriers and Assistance for Female Leaders in Academic STEM in the US

2020 ◽  
Author(s):  
Laura McCullough
Keyword(s):  
Women In Leadership ◽  
Academic Leadership ◽  
Women In Science ◽  
Female Leaders ◽  
Leadership Positions ◽  
Home Life ◽  
Science Technology ◽  
Institutional Structures ◽  
The Us ◽  
And Mathematics

Women in science, technology, engineering, and mathematics (STEM) fields are under-represented, and women are also less likely than men to be in leadership positions generally. Little is known about the intersection of these areas: women in leadership in STEM. To determine what sort of barriers and assistance female STEM leaders have encountered, a survey was developed asking women who are in academic leadership positions in STEM about their experiences. The main barriers were similar in the STEM area and in leadership: balancing work/home life, devaluing of achievements, and imposter syndrome. The main two types of assistance in both STEM and leadership were support from spouse/partner, and encouragement from peers. The main barriers women encounter are cultural and will take time to overcome. The main assistance women have had comes from people, not training or institutional structures.

Towards a Fairer Future

2020 ◽  
Vol 13 (2) ◽  
pp. 52-68
Author(s):  
Courtney Cook
Keyword(s):  
Black Women ◽  
Nonprofit Organizations ◽  
White Women ◽  
Nonprofit Sector ◽  
Leadership Skills ◽  
Black Girls ◽  
Women In Leadership ◽  
Leadership Roles ◽  
Female Leaders ◽  
Black And White

In the study on which this article is based, I examine the correlation between the number of Black girls in leadership programs and the number of Black female leaders in nonprofit organizations. I carried out research on Black girl leadership to understand the shortcomings of programs meant to teach Black girls appropriate leadership skills and I conducted interviews with female leaders to determine the hurdles faced by Black women trying to obtain leadership roles in the nonprofit sector. My findings show that there is a disconnect between Black and white women in leadership roles and that impediments for Black women affect leadership prospects for Black girls. This article is a call to create an activist model that supports the professional trajectories of Black girls.

scholarly journals “I Want to be a Leader, But Men Are Better Than Women in Leadership Positions”

Hawwa ◽  
2020 ◽  
Vol 18 (1) ◽  
pp. 31-50
Author(s):  
Rana al-Mutawa
Keyword(s):  
United Arab Emirates ◽  
Women In Leadership ◽  
Female Leadership ◽  
Female Leaders ◽  
Leadership Positions ◽  
The Public ◽  
Female Perceptions ◽  
Ideal Woman ◽  
Women’S Perceptions ◽  
The Public Sphere

Abstract This research paper investigates female perceptions of female leadership in the United Arab Emirates (UAE), where, particularly recently, state feminism has supported women’s occupation of leadership positions. It thus explores how state feminism’s portrayal of the ideal woman in leadership has impacted Emirati women’s perceptions of female leaders. A survey comprising 350 female Emirati students was undertaken, and results were supported by interviews. Findings suggest that although 93 percent of respondents “wanted to” or “probably wanted to” be leaders, they nevertheless endorsed “sexist” stereotypes and legitimizing myths. These contradictions are due, most likely, to ambivalent messages disseminated by the state and by society at large about female leaders. This research postulates that, while women have gained more agency in the public sphere through occupying leadership positions, their own perceptions and portrayals of acceptable gender roles are complex and ambivalent.

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