scholarly journals Authentic Talent Development in Women Leaders Who Opted Out: Discovering Authenticity, Balance, and Challenge through the Kaleidoscope Career Model

2021 ◽  
Vol 11 (2) ◽  
pp. 60
Author(s):  
Jennifer Knowles ◽  
Lisa Mainiero
Keyword(s):  
Women Leaders ◽  
Authentic Leadership ◽  
Shared Vision ◽  
Leadership Practices Inventory ◽  
Social Structures ◽  
Human Resource Professionals ◽  
Opt Out ◽  
Career Model ◽  
Career Motives ◽  
Quantitative And Qualitative Methods

We investigated the parameters of authenticity, balance, and challenge as viewed through the lens of the Kaleidoscope Career Model to discern the career motives of women who opted out and then returned to the workforce. We also were interested in comparing women and men in their leader practices. We triangulated quantitative and qualitative methods to explore these phenomena. First, in Study 1, 2009 individuals completed both the Kaleidoscope Career Self Inventory (the KCSI) as well as an abbreviated version of Kouzes and Posner’s Leadership Practices Inventory (the LPI). Participants rated their needs for authenticity, balance, and challenge on the KCSI as well as their leader practices of challenging the process, inspiring a shared vision, modeling the way, enabling others to act, and Encouraging the Heart. Women were found to exceed the leader practices of men, and women were most interested in authenticity. In Study 2, situational mapping and life history process was used to determine themes of eight high-achieving women who opted out. We interviewed an additional 15 women to deeply understand and assess their opt-out and re-entry experiences as well as “career shocks” they experienced upon returning to the workforce. Our second study offers a robust, deep, penetrating look into social ascription processes and endemic discriminatory social structures that hold women back from achieving advancement. To stop this “brain drain” of talent, we propose a series of actions for human resource professionals to develop the authentic leadership talent of women who reenter the workforce.

Kaleidoscope Careers and Evolving HRM Issues

2009 ◽  
pp. 584-591
Author(s):  
Sherry E. Sullivan ◽  
Lisa A. Mainiero ◽  
Siri Terjesen
Keyword(s):  
Personal Values ◽  
Corporate Values ◽  
Men And Women ◽  
Nontraditional Careers ◽  
Linear Sequence ◽  
Technological Advances ◽  
Opt Out ◽  
Career Model ◽  
Work Family ◽  
Lifestyle Activities

The quotations from Isobel and Jackie illustrate the very real problems that individuals encounter when trying to combine work, family, and lifestyle activities. In the course of our research, we interviewed thousands of men and women, who like Isobel and Jackie, were enacting nontraditional careers; careers based on their personal values, relationships, and life priorities rather than careers dominated by corporate values. Like many others, both Isobel and Jackie later left their corporate jobs to start their own companies. This growing phenomenon of individuals, especially women, leaving established, “plum” corporate jobs was highlighted in recent media stories regarding the “opt-out revolution” which emphasized women’s desire to focus on family rather than career. Similarly, there was a shift in the academic literature away from models that focused on describing careers as a linear sequence of hierarchical promotions in one or two organizations to concepts that reflect nonlinear career structures and view careers as having “multidirectional” patterns (Baruch, 2004). This new, nontraditional, flexible career model has been described as “boundaryless,” “protean,” “post-corporate,” “intelligent,” and “customized” (Arthur & Rousseau, 1996; Arthur Inkson & Pringle, 1999; Hall, 1996; Peiperl & Baruch, 1997; Valcour, Bailyn, & Quijada, 2005). Many of these newer models, however, fail to fully recognize workplaces changes due to increased globalization and technological advances and fail to fully capture the differences in how men and women enact their careers (Powell & Mainiero, 1992, 1993).

scholarly journals Gender, authentic leadership and identity: analysis of women leaders’ autobiographies

2016 ◽  
Vol 31 (5/6) ◽  
pp. 339-358 ◽  
Author(s):  
Isla Kapasi ◽  
Katherine J.C. Sang ◽  
Rafal Sitko
Keyword(s):  
Women Leaders ◽  
Authentic Leadership ◽  
Women In Leadership ◽  
The Body ◽  
Media Representations ◽  
Gender And Leadership ◽  
Content Type ◽  
Mainstream Media ◽  
Representation Of Women ◽  
Gendered Leadership

Purpose Leadership theories have moved from viewing leadership as an innate trait, towards models that recognise leadership as a social construction. Alongside this theorisation, gender and leadership remain of considerable interest, particularly given the under-representation of women in leadership positions. Methodological approaches to understanding leadership have begun to embrace innovative methods, such as historical analyses. This paper aims to understand how high profile women leaders construct a gendered leadership identity, with particular reference to authentic leadership. Design/methodology/approach Thematic analysis of autobiographies, a form of identity work, of four women leaders from business and politics: Sheryl Sandberg, Karren Brady, Hillary Clinton and Julia Gillard. Findings Analyses reveal that these women construct gender and leadership along familiar normative lines; for example, the emphasis on personal and familial values. However, their stories differ in that the normative extends to include close examination of the body and a sense of responsibility to other women. Overall, media representations of these “authentic” leaders conform to social constructions of gender. Thus, in the case of authentic leadership, a theory presented as gender neutral, the authenticity of leadership has to some extent been crafted by the media rather than the leader. Originality/value The study reveals that despite attempts to “craft” and control the image of the authentic self for consumption by followers, gendered media representations of individuals and leadership remain. Thus, alternative approaches to crafting an authentic leadership self which extend beyond (mainstream) media is suggested.

scholarly journals Authentic leadership: application to women leaders

2015 ◽  
Vol 6 ◽  
Author(s):  
Margaret M. Hopkins ◽  
Deborah A. O’Neil
Keyword(s):  
Women Leaders ◽  
Authentic Leadership

View from the top – in women’s own words

2017 ◽  
Vol 25 (2) ◽  
pp. 25-27
Keyword(s):  
Women Leaders ◽  
Authentic Leadership ◽  
Women In Leadership ◽  
The Body ◽  
Media Representations ◽  
Leadership Identity ◽  
Content Type ◽  
Representation Of Women ◽  
Gendered Leadership ◽  
The Media

Purpose This review is based on “Gender, authentic leadership and identity: analysis of women leaders’ autobiographies” by Kapasi et al. (2016). Given the under-representation of women in leadership positions, attempts to uncover reasons why remain of interest. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. This paper uses the autobiographies of four high-profile women leaders to understand how they construct a gendered leadership identity, with particular reference to authentic leadership. Findings The paper reviewed found that analyses reveal that these women construct gender and leadership along familiar normative lines; for example, the emphasis on personal and familial values. However, their stories differ in that the normative extends to include close examination of the body and a sense of responsibility to other women. Overall, media representations of these “authentic” leaders conform to social constructions of gender. Thus, in the case of authentic leadership, a theory presented as gender neutral, the authenticity of leadership has to some extent been crafted by the media rather than the leader. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals Running their own show: Malaysian women entrepreneurs’ kaleidoscope careers

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Wee Chan Au ◽  
Mina Beigi ◽  
Melika Shirmohammadi
Keyword(s):  
Women Entrepreneurs ◽  
Career Choices ◽  
Cultural Practices ◽  
Government Support ◽  
National Context ◽  
Content Type ◽  
Opt Out ◽  
Career Model ◽  
Context Specific ◽  
Malaysian Women

PurposeConsiderable research has been conducted to highlight women's career decisions to opt-out of corporate positions, but little is said about those who leave to become entrepreneurs. The purpose of this paper is to theorize kaleidoscope career parameters in relation to entrepreneurship stages and demonstrate the role of macro-national context (i.e. government initiatives and cultural practices) in women entrepreneurs' career choices.Design/methodology/approachThe authors interviewed 34 Malaysian women entrepreneurs (MWEs) who were established in their careers and explored the following two research questions: (1) what career parameters are prioritized at different entrepreneurship stages? and (2) how does macro-national context influence women entrepreneurs' careers?FindingsAdopting a kaleidoscope career lens, the authors show that authenticity was prioritized during the initial entrepreneurship stage, while balance and challenge were prioritized during the establishment and business advancement stages, respectively. The authors demonstrate that government support was conducive to women's decision to opt-in and stay in the entrepreneurship path. The findings also denote that cultural practices facilitated women's pursuit of entrepreneurship by encouraging family members to support women entrepreneurs in their career choices and actions.Originality/valueThe qualitative approach enabled us to specify the context-specific meaning women entrepreneurs in our study associated with authenticity, balance, and challenge. In doing so, this research extends the kaleidoscope career model to better understand women's career patterns at different entrepreneurship stages.

scholarly journals Leadership Practices in Hospital Nursing: A Self of Manager Nurses

2017 ◽  
Vol 51 (0) ◽  
Author(s):  
Vânea Lúcia dos Santos Silva ◽  
Silvia Helena Henriques Camelo ◽  
Mirelle Inácio Soares ◽  
Zélia Marilda Rodrigues Resck ◽  
Lucieli Dias Pedreschi Chaves ◽  
...  
Keyword(s):  
Leadership Practices ◽  
Shared Vision ◽  
Leadership Practices Inventory ◽  
Organizational Strategies ◽  
Cross Sectional ◽  
Mean Values ◽  
Hospital Nursing ◽  
Data Collection And Analysis ◽  
Exemplary Leadership ◽  
The Mean

Abstract OBJECTIVE To assess the frequency of the leadership practices performed by the manager nurses of hospital institutions and their association with the variables of the socioprofessional profile. METHOD Cross-sectional, descriptive, correlational study conducted in four hospitals in a city of the state of São Paulo. A sociodemographic questionnaire and the instrument Leadership Practices Inventory were used. Data collection and analysis were based on an exemplary Leadership Practices Model. RESULTS Eighty-four manager nurses participated in the study. The mean values of the leadership practices used by the nurses were: enable others to act (50.6); encourage the heart (48.2); model the way (46.7); challenge the process (43.3); and inspire a shared vision (43.1). Data analysis also evidenced a correlation between the practice encourage the heart and the variables time of care and employment relationship. Conclusion The study evidenced the presence of manager nurses exercising moderate leadership, and promoting teamwork, an environment of trust, and a horizontal vision. However, moderate values also reveal managerial aspects to be improved by the leaders by means of organizational strategies and/or tools aimed at best leadership practices.

Women opting in?: New perspectives on the Kaleidoscope Career Model

2018 ◽  
Vol 27 (3) ◽  
pp. 172-180 ◽  
Author(s):  
Margie J Elley-Brown ◽  
Judith K Pringle ◽  
Candice Harris
Keyword(s):  
Professional Women ◽  
Career Management ◽  
Model Parameters ◽  
Clear Cut ◽  
Interpretive Study ◽  
Career Experience ◽  
Model Research ◽  
Opt Out ◽  
Women's Lives ◽  
Career Model

This paper reports on findings of an interpretive study, which used the Kaleidoscope Career Model as lens through which to view the careers of professional women in education. The study used hermeneutic phenomenology, a methodology novel in management and career management to gain a subjective perspective on women’s career experience and what career means to them at different career stages. Findings indicated that women did not “opt-out,” or adopt a clear-cut gender beta career pattern. Rather, they mirrored an alpha pattern with challenge continuing into mid-career. The three Kaleidoscope Career Model parameters operated in an ongoing way in women’s lives, and authenticity was a powerful theme throughout their careers. However, women in late career tended to “lean back”; their desire for authenticity became subjugated by their need for balance. These findings add to extant Kaleidoscope Career Model research and reveal factors, which contribute to women’s ability to “opt-in” rather than out of their careers.

scholarly journals A utilização de instrumentos para avaliação da liderança nos serviços de saúde e enfermagem

2018 ◽  
Vol 38 (3) ◽  
Author(s):  
Gisleangela Lima Rodrigues Carrara ◽  
Andrea Bernardes ◽  
Alexandre Pazetto Balsanelli ◽  
Silvia Helena Henriques Camelo ◽  
Carmen Silvia Gabriel ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
Leadership Practices ◽  
Authentic Leadership ◽  
Multifactor Leadership Questionnaire ◽  
Leadership Practices Inventory ◽  
Multifactor Leadership ◽  
Authentic Leadership Questionnaire

RESUMO Objetivo Identificar as evidências científicas disponíveis acerca da utilização de instrumentos para a avaliação da liderança nos serviços de saúde e enfermagem, bem como verificar a utilização de estilos/modelos/teorias de lideranças na construção dos mesmos. Método Revisão integrativa da literatura de estudos indexados nas bases de dados LILACS, PUBMED, CINAHL e EMBASE, no período de 2006 a 2016. Resultados 38 artigos foram analisados, exibindo 19 instrumentos de avaliação da liderança, sendo os mais utilizados o Multifactor Leadership Questionnaire, a Global Transformational Leadership Scale, o Leadership Practices Inventory, o Servant Leadership Questionnaire, o Servant Leadership Survey e o Authentic Leadership Questionnaire. Conclusões A busca na literatura possibilitou a identificação das principais teorias/estilos/modelos de liderança contemporâneos, assim como a análise de sua utilização na construção de instrumentos de avaliação da liderança, se destacando a liderança transformacional, situacional, servidora e autêntica. Em menor proporção, foram evidenciadas as lideranças quantum, carismática e clínica.

Impact of women authentic leadership on their own mental wellbeing through ego depletion: moderating role of leader's sense of belongingness

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Naseer Abbas Khan ◽  
Zhang Hui ◽  
Ali Nawaz Khan ◽  
Mohsin Ali Soomro
Keyword(s):  
Women Leaders ◽  
Construction Industry ◽  
Emotional Exhaustion ◽  
Work Engagement ◽  
Sense Of Belonging ◽  
Authentic Leadership ◽  
Ego Depletion ◽  
Job Engagement ◽  
Construction Sector ◽  
Content Type

PurposeLeadership research is of interest to academics and practitioners in the construction industry. Based on the ego-depletion theory and authentic leadership theory, the current study aims to investigate the impact of women authentic leadership on leaders' emotional exhaustion and job engagement in the construction industry.Design/methodology/approachThe data were gathered in two waves using a time lag approach. The responses of 276 women leaders-follower dyads from construction firms in China's eastern provinces were analyzed using a moderated mediation model.FindingsMost of the proposed hypotheses were supported by the findings of this study, which showed that authentic leadership can reduce emotional exhaustion in women leaders and increase work engagement through ego depletion. Furthermore, the leader's sense of belonging, according to this study, moderates the mediating effect of ego depletion.Research limitations/implicationsThis study can help managers, policymakers and human resource professionals think about authentic leadership and its impact on women leaders. Furthermore, ego depletion has an impact on the psychological well-being of authentic women leaders. The sense of belongingness of a leader is critical in buffering the negative effects of ego depletion for women in authentic leadership. Thus, women leaders in construction sector should be encouraged to express a sense of belonging to their followers, since this will improve their work engagement and lessen their emotional exhaustion.Originality/valueThis study is unique in that it examines the authentic behavior of women leaders in the Chinese construction sector, which is a challenging profession for women to work in as site managers. This study contributes to the literature on women in leadership by demonstrating how authentic leadership behavior influences the wellbeing and engagement of leaders. In addition, the study indicated that the effect of the mediator (ego depletion) and moderator (leader sense of belongingness) on the relationship between women's authentic leadership and the leader's own psychological wellbeing and job engagement was significant.

scholarly journals Authentic leadership: Women leaders in Serbia

Bizinfo Blace ◽  
2020 ◽  
Vol 11 (2) ◽  
pp. 33-45
Author(s):  
Sandra Dramićanin ◽  
Snežana Mihajlov ◽  
Nebojša Pavlović
Keyword(s):  
Women Leaders ◽  
Leadership Style ◽  
Work Experience ◽  
Authentic Leadership ◽  
Bachelor's Degree ◽  
The Other ◽  
Self Awareness ◽  
Leadership Potential ◽  
Moral Principles ◽  
The Republic

Authentic leaders are people who are aware of themselves and own capabilities, who respect other people's opinions, perspectives and attitudes (about business and them as leaders), who are guided by high moral principles and practice transparency in business and communication with other employees. The aim of this research is to show are the women leaders in Serbia belong to the authentic type of leader and which of the characteristics of the authentic leader is the most common among them. In the research 113 women leaders from various activities from the territory of the Republic of Serbia participated. Of the total number of respondents, 31 results show an authentic leadership style, while only 3 results show a strong authentic style. Self-awareness is a dimension that stands out in relation to the other three and characterizes the largest number of women leaders. Further analysis showed that the greatest leadership potential in terms of authentic leadership has women who deal with services, have between 36-45 years and 10-15 years of work experience in the business in which they are engaged and have Bachelor's degree. The society in Serbia is such that it prefers male leaders, the goal of this research is to show that women are excellent leaders based on their characteristics and to have the predisposition to become great authentic leaders.

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