„Die gläserne Decke sichtbar machen!“ Egalitäre Verteilung der Haus- und Familienarbeit als Voraussetzung für egalitäre Karrierechancen

2020 ◽  
Vol 61 (4) ◽  
pp. 205-216
Author(s):  
Stefan Huf
Keyword(s):  
Women In Leadership ◽  
Leadership Positions ◽  
Family Responsibilities ◽  
Women In Management ◽  
Representation Of Women ◽  
Career Opportunities ◽  
Management Positions ◽  
Family Division ◽  
Frauen In Führungspositionen ◽  
Personnel Policies

Abstract The glass ceiling is a common metaphor for describing the under-representation of women in leadership positions. According to this metaphor, there are invisible barriers which prevent women from being promoted to management positions. The article explores the causes for the under-representation of women in management positions. Specifically, it argues that, in view of the traditional domestic and family division of labor, it is rational that personnel policies favor career opportunities for men rather than women. An egalitarian distribution of domestic and family responsibilities is therefore a basis prerequisite for egalitarian career opportunities. Zusammenfassung Die gläserne Decke ist eine seit Jahrzehnten populäre Metapher, um die Unterrepräsentanz von Frauen in Führungspositionen abzubilden. Demnach bestehen in Unternehmen unsichtbare Barrieren, die Frauen davon abhalten, obere Managementpositionen zu erreichen. Der Beitrag geht der Frage nach den Ursachen für die Unterrepräsentanz von Frauen in Führungspositionen nach und zeigt auf, warum angesichts der tradierten häus­lichen, familialen Arbeitsteilung eine rationale betriebliche Personalpolitik eher Männern als Frauen Karrierechancen eröffnet. Eine egalitäre Verteilung der Haus- und Familien­arbeit zwischen den Geschlechtern ist demnach eine Grundvoraussetzung für egalitäre Karrierechancen.

scholarly journals Perceptions of top management university of cape coast staff of the representation of women in management positions

2012 ◽  
Vol 6 ◽  
pp. 13-25
Author(s):  
Naa Adjeley Suta Alakija
Keyword(s):  
Qualitative Research ◽  
Study Data ◽  
Cape Coast ◽  
Family Responsibilities ◽  
Women In Management ◽  
Representation Of Women ◽  
Fast Tracking ◽  
Qualitative Research Design ◽  
Management Positions ◽  
The University

The study sought to explore factors influencing the low representation of women in management positions in the University of Cape Coast. An exploratory qualitative research design was employed to undertake the study. Data was collected through interviews with forty-one workers in management positions and analysed using the N6 package for analyzing qualitative research. Generally, the respondents were of the view that women are not well represented in management positions. Notable reasons they gave included lack of requisite qualifications on the side of women and the University being gender sensitive. The problems women in management positions faced were stressful career workload and domestic/family responsibilities and these kept them from climbing the managerial ladder. The respondents were of the view that women needed more opportunities to excel and aspire for management positions. The situation can be improved if institutions formulate policies geared toward fast tracking women with leadership potentials.

Interim Management Strategy as a Way of Empowering Women Leadership

2020 ◽  
pp. 328-345
Author(s):  
Nermin Kişi
Keyword(s):  
Decision Making ◽  
Gender Gap ◽  
Management Strategies ◽  
Women In Leadership ◽  
Leadership Roles ◽  
Leadership Positions ◽  
Women Leadership ◽  
Representation Of Women ◽  
Interim Management ◽  
Decision Making Processes

Although major steps have been taken to increase inclusive representation of women in the workforce, there is a significant gender gap in achieving leadership roles in both developed and developing regions. In particular, many women around the world face serious challenges that prevent them from moving to leadership positions. Women's empowerment approaches are needed in order to have equal access to resources, to participate in decision-making processes, and to support career advancement. Within this context, interim management strategies can be considered as one of the empowering opportunities for women leadership. The purpose of this chapter is to explore the role of interim management on women leaders' empowerment. This is the first attempt that evaluates the notion of interim management as part of empowerment of women's leadership. It is expected to add value to literature on women in leadership positions and corporate decision-making.

Interim Management Strategy as a Way of Empowering Women Leadership

2021 ◽  
pp. 640-657
Author(s):  
Nermin Kişi
Keyword(s):  
Decision Making ◽  
Gender Gap ◽  
Management Strategies ◽  
Women In Leadership ◽  
Leadership Roles ◽  
Leadership Positions ◽  
Women Leadership ◽  
Representation Of Women ◽  
Interim Management ◽  
Decision Making Processes

Although major steps have been taken to increase inclusive representation of women in the workforce, there is a significant gender gap in achieving leadership roles in both developed and developing regions. In particular, many women around the world face serious challenges that prevent them from moving to leadership positions. Women's empowerment approaches are needed in order to have equal access to resources, to participate in decision-making processes, and to support career advancement. Within this context, interim management strategies can be considered as one of the empowering opportunities for women leadership. The purpose of this chapter is to explore the role of interim management on women leaders' empowerment. This is the first attempt that evaluates the notion of interim management as part of empowerment of women's leadership. It is expected to add value to literature on women in leadership positions and corporate decision-making.

Are women better leaders than men?

2015 ◽  
Vol 23 (7) ◽  
pp. 1-4 ◽  
Author(s):  
Sharon De Mascia
Keyword(s):  
Role Models ◽  
Design Methodology ◽  
Leadership Skills ◽  
Women In Leadership ◽  
Leadership Positions ◽  
Positive Role ◽  
Content Type ◽  
Women In Management ◽  
Practical Implications ◽  
Management Thinking

Purpose – Examines some of the reasons women remain under-represented at the top of organizations, despite developments in management thinking that appear to reward areas where women traditionally excel. Design/methodology/approach – Looks at some of the research into leadership skills and draws conclusions regarding the paucity of women in management. Findings – Considers some of the obstacles to women becoming managers to be: the attitudes of male managers, the lack of suitable role models for women, women’s reticence to network, and lack of confidence. Practical implications – Urges organizations to work harder to reduce the significance of these obstacles. Social implications – Shows how organizations – and through them society as a whole – would benefit from having more women in top jobs. Originality/value – Argues that having more women in leadership positions – that is, more positive role models – would help to give women more confidence in their ability to be great leaders and would encourage more women to push themselves forward for leadership opportunities.

scholarly journals Gender and Police Leadership: An Analysis of Metropolitan Police Departments in South Africa

2021 ◽  
Vol 10 ◽  
pp. 1333-1341
Author(s):  
Dee Khosa ◽  
Keyword(s):  
South Africa ◽  
Law Enforcement ◽  
Women In Leadership ◽  
Gender Inequalities ◽  
Police Departments ◽  
Metropolitan Police ◽  
Representation Of Women ◽  
Active Population ◽  
Management Positions ◽  
The Law

Despite a number of initiatives aimed at improving the representation and progressive of women in the law enforcement. Studies continue to document the persistence of gender inequality within law enforcement agencies all over the world and South Africa is not an exception. This article bring to light gender inequalities in the law enforcement sector where women in leadership ranks remains low. Historically, the police career was male-dominated and females were not allowed to work in the police. Therefore, equal gender representation in the workplace should by now be at an advanced developmental stage in South Africa since the abolition of discrimination rules. The Commission on Employment Equity of South Africa reported that women comprised 44.8% of the economically active population, yet males were still in charge of senior management positions in South African industries including the law enforcement environment. The data was collected from female officers from Metropolitan Police departments in Gauteng province. The findings suggest that culture, stereotypes, economic and socio-political dynamics, and physical fitness were perceived as barriers that hindered the representation of women into senior leadership positions.

Gendered Leadership as a Key to Business Success

2017 ◽  
pp. 200-230
Author(s):  
Evangelia Marinakou ◽  
Charalampos Giousmpasoglou
Keyword(s):  
Leadership Style ◽  
Women In Leadership ◽  
Business Success ◽  
Leadership Roles ◽  
Women Directors ◽  
Leadership Positions ◽  
Hr Practices ◽  
Fortune 500 Companies ◽  
Gendered Leadership ◽  
Management Positions

Although there is clear evidence of the importance of women in leadership positions, research still shows that women are still underrepresented in management and leadership roles. The percentage of women directors in Fortune 500 companies has been between 16% and 17% since 2011. This lack of women in senior management positions demonstrates that organizations still fail to notice that leadership nowadays has new requirements. Today's organizations are facing a turbulent constantly changing environment, in an open, social and interdependent economy, which requires specific skills and competencies for leading the change. Hence companies should value women's talent. The purpose of this chapter is to present gender issues in leadership and management with a focus on the Arab context and the position of women in the Middle East (ME). Finally, it discusses the most effective leadership style exhibited by male and female managers in the ME for inclusion in HR practices and strategies for the new millennia workforce. The main concerns are HR practices and examples in the ME.

Missing women in the boardrooms: across the board

2017 ◽  
Vol 25 (5) ◽  
pp. 4-6
Author(s):  
Shashi Kartikeyan ◽  
Shabnam Priyadarshini
Keyword(s):  
Relevant Information ◽  
Women In Leadership ◽  
Western World ◽  
Legal Compliance ◽  
Leadership Positions ◽  
Content Type ◽  
Representation Of Women ◽  
The World ◽  
The Status ◽  
Legislative Changes

Purpose This paper aims to highlight the under-representation of women in leadership positions across the world. Design/methodology/approach The authors add their unbiased views in presenting the most relevant information found in literature. Findings The paper examines the representation of women in the leadership positions such as board members and/or CEOs/top executives in the corporate world across the globe to understand the new developments that may be changing the status quo. This is a review of legislative changes on bringing parity in boardrooms and its impacts in certain countries where such changes are already implemented. The changes implemented through quotas, penalties, and incentives for including women in boardrooms in certain countries in Europe, Australia, Canada, India, and Kenya show that finally the absence of women in boardrooms has been noticed. The countries are moving towards legal compliance; however, there is still a dearth of women CEOs around the world. Practical implications The paper points toward the fact that the interventions that have happened are late and have failed capable women who could have reached their full professional potential in the western world. Also, taking a cue, the rest of the world can impose sufficient and timely legislative change to leapfrog to a gender equal society at every level, including at the top. Originality/value The paper compiles the most significant facts and figures and presents them in a very concise manner for any busy executive or researcher thus saving hours of reading time.

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.

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