Gender Relations in the Black Church

2021 ◽  
pp. 438-461
Author(s):  
Cynthia B. Bragg
Keyword(s):  
Black Church ◽  
Gender Relations ◽  
Lived Experiences ◽  
Church Leadership ◽  
Women In Leadership ◽  
Church Of God ◽  
Leadership Roles ◽  
Leadership Positions ◽  
Experiences Of Women ◽  
The Church

This chapter examines the lived experiences of women in the Church of God in Christ (COGIC) and presents a model for partnership in leadership with clerics and churchwomen. The model is based on the premise of the visionary founder and “Chief Apostle” of this denomination. Histories of churchwomen in this organization portray them as staunch supporters of ministries in the church. Women in leadership roles were defined by the founder as overseers—a term suggesting honorary prestige to women that was equal to clerical positions in the church. Following the death of the founder, however, churchwomen encountered barriers to leadership positions which lowered their status and authority thus impacting their inclusion, agency, and voice in matters of church leadership and governance.

Gender Relations in the Black Church

2020 ◽  
pp. 106-142
Author(s):  
Cynthia B. Bragg
Keyword(s):  
Black Church ◽  
Gender Relations ◽  
Lived Experiences ◽  
Church Leadership ◽  
Women In Leadership ◽  
Church Of God ◽  
Leadership Roles ◽  
Leadership Positions ◽  
Experiences Of Women ◽  
The Church

This chapter examines the lived experiences of women in the Church of God in Christ (COGIC) and presents a model for partnership in leadership with clerics and churchwomen. The model is based on the premise of the visionary founder and “Chief Apostle” of this denomination. Histories of churchwomen in this organization portray them as staunch supporters of ministries in the church. Women in leadership roles were defined by the founder as overseers—a term suggesting honorary prestige to women that was equal to clerical positions in the church. Following the death of the founder, however, churchwomen encountered barriers to leadership positions which lowered their status and authority thus impacting their inclusion, agency, and voice in matters of church leadership and governance.

scholarly journals Women in STEM Leadership in the Academy

2019 ◽  
Author(s):  
Laura McCullough
Keyword(s):  
The United States ◽  
Women In Leadership ◽  
Women In Stem ◽  
Leadership Roles ◽  
Leadership Positions ◽  
Terra Incognita ◽  
Science Technology ◽  
Engineering Mathematics ◽  
Experiences Of Women ◽  
Considerable Body

A considerable body of research exists on women in leadership and likewise on women in STEM (science, technology, engineering, mathematics) fields. However, the intersection of the two is terra incognita: women in leadership in STEM. At the most fundamental level, we don’t even have a solid idea of how many women hold leadership positions in STEM. This study determined the proportion of women in leadership positions in several academic STEM areas via a sampling of institutions across the United States and other countries. In every area studied, women held fewer leadership positions than the proportion of female PhDs in those fields. The proportion of women in non-STEM specific top academic leadership roles was also examined to see what proportion of those individuals leading academic institutions might have background in a STEM discipline and how that compares to men in the same positions. This study opens the door to exploring the experiences of women who lead in STEM, which is likely to promote women’s participation in these fields.

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.

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.

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.

scholarly journals Studi Apologetika Tentang Pandangan Rasul Paulus Terhadap Kepemimpinan Wanita Di Gereja

2020 ◽  
Vol 1 (1) ◽  
pp. 51-68
Author(s):  
Jessica Elizabeth Abraham
Keyword(s):  
Church Leadership ◽  
Women's Leadership ◽  
The Body ◽  
The Other ◽  
Body Of Christ ◽  
Leadership Roles ◽  
Timothy 2 ◽  
Women In Church Leadership ◽  
Women's Role ◽  
The Church

Paul’s theological view on women in church leadership is often misinterpreted if not misunderstood. It is true that at first glance, his prohibitions and policies for women sound degrading the women’s role. Yet, the application of the appropriate hermeneutical approach to his writings such as in 1 Corinths 11:2-16, 1 Corinths 14:34-35 and 1 Timothy 2:9-14 will show that Paul is never against women leading the church. This writing hopes to expand the church’s perspective on women’s leadership so that the church can provide women with the same opportunity as for the men in building up the body of Christ. On the other hand, it hopes to empower more women to take on leadership roles in the church without hesitation. [Pandangan teologis Rasul Paulus terhadap kepemimpinan wanita di gereja seringkali diterjemahkan dengan keliru atau disalah pahami. Jika dilihat secara sekilas, larangan dan aturan yang ia berikan kepada wanita terdengar merendahkan mereka. Namun, penerapan pendekatan hermeneutika yang sesuai dengan tulisan-tulisannya seperti dalam 1 Korintus 11:2-16, 1 Korintus 14:34-35 dan 1 Timotius 2:9-14 akan menunjukkan bahwa Rasul Paulus tidak pernah menentang wanita untuk memegang jabatan kepemimpinan di gereja. Tulisan ini diharapkan dapat memperluas perspektif gereja tentang kepemimpinan wanita sehingga wanita dapat memiliki kesempatan yang sama layaknya pria dalam membangun tubuh Kristus. Di sisi lain, gereja juga diharapkan untuk dapat memberdayakan lebih banyak lagi wanita untuk mengambil peran dalam kepemimpinan gereja tanpa ragu.] 

The City Imagined

2017 ◽  
Author(s):  
Jessica M. Barron ◽  
Rhys H. Williams
Keyword(s):  
Racial Identity ◽  
African Americans ◽  
Black Church ◽  
Consumer Culture ◽  
Church Leadership ◽  
Church Leaders ◽  
Organizational Practice ◽  
Multiracial Congregations ◽  
The City ◽  
The Church

The concluding chapter reviews the three major concepts discussed in the book—racialized urban imaginary, managed diversity, racial utility—and how they relate to the analysis of the congregation and to each other. Drawing on examples from across the chapters, the conclusion shows that a set of images about what is authentically urban, and that urban-ness is connected to African Americans as well as consumer culture, inform the actions of the church leadership and the church members. In order to realize their imaginary, church leaders hope to foster a diverse congregation, but they want to manage the diversity so that they do not become seen as a “black church” or threaten the leaders’ authority in the congregation. The utility of using racial identity to accomplish these goals is a common organizational practice. The chapter concludes with a consideration of the prospects for multiracial congregations and American religion.

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