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

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.

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 The Impact of Emotional Intelligence on Enhancing Women’s Leadership Competencies

2021 ◽  
Vol 16 (11) ◽  
pp. 105
Author(s):  
Samira Shabani ◽  
Fadil T. Citaku ◽  
Hetem Ramadani ◽  
Max S. Mano ◽  
Paul Barach ◽  
...  
Keyword(s):  
Emotional Intelligence ◽  
Effective Leadership ◽  
Leadership Competencies ◽  
Women In Leadership ◽  
Leadership Traits ◽  
Female Leaders ◽  
Leadership Positions ◽  
Men And Women ◽  
Key Factor ◽  
The Impact

The percentage of women in leadership positions is increasing and advancing towards gender parity. However, the number of female leaders is still low when compared to male leaders. We endeavored to examine by means of a literature review the impact of Emotional Intelligence (EI) on women´s leadership since we found that EI is a key factor in predicting effective leadership traits. We also found there is a social perception that women tend to be seen as more emotional and empathic than men. We review the definitions of leadership and EI and explore the link between EI, leadership and women. Several leadership scholars and psychologists argue that EI is an important foundation for leadership effectiveness. We review the literature about how men and women compare in their EI attributes. When it comes to learning EI, men and women have the same opportunities to acquire a greater EI through reflection and experience. However, we highlight the necessity for increasing the number of women in leadership positions by enhancing and supporting women’s leadership competencies. Moreover, we emphasize the importance of building EI in order to achieve effective leadership.

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.

African Women in Leadership

2021 ◽  
pp. 398-417
Author(s):  
Terri R. Lituchy ◽  
Bella L. Galperin ◽  
Lemayon Melyoki ◽  
Thomas Senaji ◽  
Betty Jane Punnett
Keyword(s):  
Rural Areas ◽  
Effective Leadership ◽  
Leadership Skills ◽  
Women In Leadership ◽  
African Women ◽  
Positive Development ◽  
Leadership Roles ◽  
Leadership Positions ◽  
Men And Women ◽  
Women's Participation

This chapter considers African women's participation in leadership and their views on effective leadership. The literature suggests that African women remain underrepresented in leadership roles, although participation rates are increasing. African women are well represented as entrepreneurs, in the less profitable informal sector, and are increasingly found in political spheres. The LEAD research shows men and women holding similar views regarding effective leadership. Preliminary results suggest that traditional views about leadership, which held women back, may be changing. This is a positive development, as society will benefit from the leadership skills of women. Efforts by African governments to mandate percentages of women in leadership positions may have an effect on government as well as business. Africa, however, is a large continent with parts of its population residing in rural areas where traditions continue. Consequently, more research is needed to understand developments regarding the involvement of women in leadership to inform policy and influence practice.

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.

My Fair Lady? Inferring Organizational Trust From the Mere Presence of Women in Leadership Roles

2021 ◽  
pp. 014616722110359
Author(s):  
Mansi P. Joshi ◽  
Amanda B. Diekman
Keyword(s):  
Organizational Trust ◽  
Women In Leadership ◽  
Male Dominance ◽  
Leadership Roles ◽  
Female Leaders ◽  
Organizational Hierarchy ◽  
History Of ◽  
Mere Presence ◽  
Male Leader ◽  
Different Levels

The history of male dominance in organizational hierarchy can leave a residue of mistrust in which women in particular do not expect fair treatment. The mere presence of a female leader relative to a male leader led perceivers to anticipate fairer treatment in that organization (Study 1) and greater projected salary and status (Study 2). This mere presence effect occurred uniquely through communal and not agentic affordances; these patterns emerged especially or only for women. Female leaders cued organizational trust in both male- and female-dominated industries (Study 3) and when they occupied different levels of the organizational hierarchy (Study 4). When information about organizational communal affordances is directly communicated, both female and male leaders signal trust (Study 5). The processes and practices of male-dominated organizational culture can leave a residue of mistrust, but viewing women in leadership is one beacon illuminating paths forward and upward.

scholarly journals Dissecting disparity: improvements towards gender parity in leadership and on the podium within the Canadian Orthopaedic Association

2019 ◽  
Vol 4 (5) ◽  
pp. 227-232 ◽  
Author(s):  
Laurie Anne Hiemstra ◽  
Trinity Wittman ◽  
Kishore Mulpuri ◽  
Cynthia Vezina ◽  
Sarah Kerslake
Keyword(s):  
Annual Meeting ◽  
Role Models ◽  
Gender Diversity ◽  
Women In Leadership ◽  
Leadership Roles ◽  
Leadership Positions ◽  
Male And Female ◽  
Representation Of Women ◽  
Gender Parity ◽  
Poster Presentations

ObjectivesThe purpose of this paper was to analyse the 15-year trend of women in leadership roles within the Canadian Orthopaedic Association (COA). This included not only leadership positions at the committee level in the association but also the more visible podium positions in the annual meeting programme: research podium and poster presentations, session moderators, panellists and faculty.MethodsData on the numbers of male and female members were gathered from COA membership records for the most recent 5 years (2014–2018), as well as for 10 years previous (2009) and 15 years previous (2004). Male and female representation on COA committees, as well as the number of presenters at the annual meeting was calculated. Descriptive data were generated to compare the changes in gender representation over time.ResultsIn Canada, in 2018, 11.2% of orthopaedic surgeons were female. Within the COA, 17.6% of the members are female, with active female surgeons comprising 11.6% of the total membership. The largest increase in representation of women within the COA is in the trainee category which is 25.3% female. At the 2018 annual meeting, 25% of the attendees were women, with 22% of all podium appearances by women. Not including research presentations, women participated as faculty in 11% of the appearances at the 2018 annual meeting.ConclusionIn conclusion, gender parity is not yet a reality in Canadian orthopaedics; however, the number of females in leadership roles and on the podium is consistent with the current gender diversity within the COA membership. Further efforts will be required to improve gender diversity as well as to encourage female medical students to consider orthopaedics as a specialty. The availability of female role models that are visible on the podium and in leadership positions may be one strategy to encourage the journey toward gender parity.

African Women in Leadership

2020 ◽  
pp. 161-189
Author(s):  
Terri R. Lituchy ◽  
Bella L. Galperin ◽  
Lemayon Melyoki ◽  
Thomas Senaji ◽  
Betty Jane Punnett
Keyword(s):  
Rural Areas ◽  
Effective Leadership ◽  
Leadership Skills ◽  
Women In Leadership ◽  
African Women ◽  
Positive Development ◽  
Leadership Roles ◽  
Leadership Positions ◽  
Men And Women ◽  
Women's Participation

This chapter considers African women's participation in leadership and their views on effective leadership. The literature suggests that African women remain underrepresented in leadership roles, although participation rates are increasing. African women are well represented as entrepreneurs, in the less profitable informal sector, and are increasingly found in political spheres. The LEAD research shows men and women holding similar views regarding effective leadership. Preliminary results suggest that traditional views about leadership, which held women back, may be changing. This is a positive development, as society will benefit from the leadership skills of women. Efforts by African governments to mandate percentages of women in leadership positions may have an effect on government as well as business. Africa, however, is a large continent with parts of its population residing in rural areas where traditions continue. Consequently, more research is needed to understand developments regarding the involvement of women in leadership to inform policy and influence practice.

Mentoring, Sponsorship, and Gender

2020 ◽  
pp. 198-207
Author(s):  
Karen P. Burke ◽  
Lori E. Ciccomascolo
Keyword(s):  
United States ◽  
The United States ◽  
Women In Leadership ◽  
Professional Lives ◽  
Leadership Roles ◽  
Leadership Positions ◽  
College And University ◽  
Education Careers ◽  
The Status ◽  
And Gender

The lack of women in leadership roles is a systemic problem in the United States and is not unique to the field of education; however, it is important to continue to challenge the status quo and provide a path for women to achieve equality and equity in the workplace. The following chapter will identify and discuss the importance of mentoring and sponsorship so that women pursuing education careers, novice women teachers, and women college, and university faculty and staff can actively and better position themselves to move into leadership positions and/or ensure a “seat at the table” in situations where decisions are made that affect their personal and professional lives.

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