Women Managers and Generations

2022 ◽  
pp. 1769-1783
Author(s):  
Kanchan Chandar Tolani ◽  
Pritam Bhadade ◽  
Kavita Patil ◽  
Archana Shrivastava
Keyword(s):  
Special Reference ◽  
Women Managers ◽  
Banking Sector ◽  
Women In Leadership ◽  
Leadership Positions ◽  
Representation Of Women ◽  
Annual Survey ◽  
Managerial Roles ◽  
Managerial Positions

The number of women in organizations is increasing in most countries, but the representation of women in managerial positions is still disproportional. The percentage of women in leadership positions globally is only 29%. Grant Thornton annual survey 2019 reveals that India still ranks the fifth lowest in having women in managerial roles. Thus, though diversity at work is increasing, there are still fewer women in the boardroom. The main reason for this is the hurdles and obstacles that women managers face. The chapter studies the various obstacles faced by women managers. Also, it takes into account the role of generation and aims at comparing the hurdles faced by women managers belonging to Generations X and Y. The study is undertaken with special reference to the banking sector. Major findings reveal that there is a difference in obstacles faced by women managers belonging to Generations X and Y.

Women Managers and Generations

2021 ◽  
pp. 285-298
Author(s):  
Kanchan Chandar Tolani ◽  
Pritam Bhadade ◽  
Kavita Patil ◽  
Archana Shrivastava
Keyword(s):  
Special Reference ◽  
Women Managers ◽  
Banking Sector ◽  
Women In Leadership ◽  
Leadership Positions ◽  
Representation Of Women ◽  
Annual Survey ◽  
Managerial Roles ◽  
Managerial Positions

The number of women in organizations is increasing in most countries, but the representation of women in managerial positions is still disproportional. The percentage of women in leadership positions globally is only 29%. Grant Thornton annual survey 2019 reveals that India still ranks the fifth lowest in having women in managerial roles. Thus, though diversity at work is increasing, there are still fewer women in the boardroom. The main reason for this is the hurdles and obstacles that women managers face. The chapter studies the various obstacles faced by women managers. Also, it takes into account the role of generation and aims at comparing the hurdles faced by women managers belonging to Generations X and Y. The study is undertaken with special reference to the banking sector. Major findings reveal that there is a difference in obstacles faced by women managers belonging to Generations X and Y.

Gendered Norms and HRM Practices at Workplace: Evidence from Public Banking Sector in Sri Lanka

2019 ◽  
Vol 13 (2) ◽  
pp. 211-220
Author(s):  
Thilakshi Kodagoda
Keyword(s):  
Women Managers ◽  
Banking Sector ◽  
Policy Implications ◽  
Future Research ◽  
Structured Interviews ◽  
The Public ◽  
Representation Of Women ◽  
Hrm Practices ◽  
Bank Managers ◽  
Managerial Positions

This article seeks to understand under-representation of women in the top managerial positions in Sri Lanka’s public banking sector and how HRM practices at the workplace impact their careers. The narratives of women bank managers show that they possess skills, confidence and a desire to climb up the career ladder. However, women’s ambitions for managerial positions and promotion to decision-making levels are implicitly limited by the state bureaucracy. Organizations need to establish and maintain better human resource practices and organizational culture for gender equality as well as organizational effectiveness. The article offers policy implications and avenues for future research. It is based on a study of 15 women managers working in the public banking sector. In-depth, semi-structured interviews with these key respondents formed the core research technique.

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.

scholarly journals Women in Leadership

2020 ◽  
Vol 33 (04) ◽  
pp. 238-242
Author(s):  
Katerina Wells ◽  
James W. Fleshman
Keyword(s):  
Gender Bias ◽  
Women In Leadership ◽  
Professional Women ◽  
Leadership Roles ◽  
Female Representation ◽  
Representation Of Women ◽  
The Past ◽  
Young Professional ◽  
Relationship Of

AbstractThe role of a surgeon is inherently that of a leader and as women become a larger minority in surgical specialties, the next step becomes greater representation of women in positions of surgical leadership. Leadership is a relationship of granting and claiming wherein society must accept that women are deserving of leadership and women must realize their rightfulness to lead. Implicit gender bias undermines this relationship by perpetuating traditional gender norms of women as followers and not as leaders. Though female representation in academia and leadership has increased over the past few decades, this process is unacceptably slow, in part due to manifestations of implicit bias including discrimination within academia, pay inequality, and lack of societal support for childbearing and childcare. The women who have achieved leadership roles are testament to woman's rightfulness to lead and their presence serves to encourage other young professional women that success is possible despite these challenges.

Abstract 103: Women in Leadership Positions in Academic Cardiology: A Study of Program Directors and Division Chiefs

2018 ◽  
Vol 11 (suppl_1) ◽  
Author(s):  
Muhammad Shahzeb Khan ◽  
Kaneez Fatima ◽  
Muhammad Talha Ayub ◽  
Muhammad Shariq Usman ◽  
Tariq Jamal Siddiqi ◽  
...  
Keyword(s):  
Program Directors ◽  
The United States ◽  
Women In Leadership ◽  
Program Director ◽  
Lower Percentage ◽  
Full Professor ◽  
Academic Rank ◽  
Leadership Positions ◽  
Significant Difference

Background: Cross-sectional studies demonstrate that women are often under-represented in key-leadership roles. We sought to examine the proportion of women in cardiology leadership positions and to compare the findings with the disparity prevalent in the overall cardiology faculty. Furthermore, we aspired to compare the proportion of women in leadership positions to the proportion in which they entered the cardiology field. Methods: Cardiology fellowship training programs of all teaching hospitals of the United States were identified from Fellowship and Residency Electronic Interactive Database (AMA FREIDA). Program directors and division chiefs were identified from the institutions’ websites, and their research statistics and years of graduation were extracted from Scopus and Doximity. Results: Data of all (n=512) cardiology fellowship program directors, as well as 69% (n=140) of cardiology division chiefs were collected. A lower percentage of women held the role of division chief (5% vs. 95%) or program director (14% vs. 86%). However, when compared to the proportion of women in the 1992 fellowship cohort, women were significantly overrepresented in the role of program directors, with no significant difference in representation at the level of division chief. When compared to the overall cardiology faculty, program directors had significantly more publications and were more likely to have an academic rank of full professor (40% vs. 28%) or associate professor (37% vs. 23%). Male program directors had a significantly higher number of research publications, H-index and academic rank than their female counterparts; however, such difference was not seen at the level of division chief. Conclusion: Gender disparity is present in both cardiology program director and division chief roles. However, when compared to the historical cohort, significant overrepresentation of women was seen in the program director position, while proportionate representation was seen in the division chief role.

Sign in / Sign up

Export Citation Format

Share Document