Female Managers in the Healthcare Organizations

In a globalized and complicated international economy, executives believe that management culture will be given new direction by management teams comprised of both men and women, and that these mixed teams will contribute to the diversity of ideas and perspectives in management. Despite the fact that there are as many female graduates as male graduates today, women continue to be significantly underrepresented in executive roles in the business world, particularly in top management (executive board, supervisory board). The most important factor preventing women from being managers is work-family balance. While women indeed tend to climb the ladder step by step, men make several jumps in their careers, and they meet with success. It makes no difference whether a candidate for a position as a board member, director, or divisional manager is male or female. The goal of this study is to try to demonstrate that female managers may be more effective in management because of their personalities and areas of competence in the healthcare sector.

Overcoming women’s isolation at work: The effect of organizational structure and practices on female managers’ workplace relationships

Successful career outcomes depend on maintaining positive relationships with and evaluations from supervisors and peers. Recognizing that structure frames behaviors and perceptions, this study explores the impact of organizational structure and practices on the relationships of 598 women in 298 Korean companies using longitudinal data from 2010 to 2016. The results from fixed-effects models show that corporate structure and practices shape female managers’ relationships with supervisors and peers. Gender equality practices improve relationships with both men and women. By contrast, diversity programs have negative effects on female managers’ relationships with female supervisors and peers, and work–life programs show mixed results. However, in firms with female executives and firms that encourage men to use parental leave, diversity programs and work–life practices stimulate positive relationships with both male and female supervisors and peers. This study suggests that organizational contexts, rather than intrinsic gender preferences, shape women’s relationships in the workplace.

Gender ratios in library management (‘directorship’) roles in New Zealand public and tertiary libraries

<p>Research problem: This study looked at the percentage of female managers in charge of library systems within New Zealand between 1980 and 2013 to see if their gender balance matched the wider library workforce (which has upwards of 80% female staff). Methodology: Directories of public libraries were examined and the gender of each library manager was noted. Results: The overall figure for library managers was found to be around 80%, with a slight improvement over the period examined. However, when public libraries were divided by size, the results for the 1980s showed that large libraries had fewer female managers than the overall library workforce, while small libraries had a larger percentage. This difference was shown to decrease over the period studied, until both large and small libraries had around 80% female staff. A similar result was shown in preliminary data sourced from New South Wales (Australia), which suggested that this trend also occurs overseas. The New Zealand data also considered tertiary institutions. At the beginning of the study, only one out of six university library systems was managed by a woman, while in the most recent year seven out of ten managers were female. In contrast, there was found to be a high percentage of female managers in charge of polytechs over this same time. Implications: These results suggest that a gender bias existed within some sectors of librarianship (within large public libraries and university libraries) at the beginning of the study period, but that this bias has largely disappeared in recent years.</p>

Gender ratios in library management (‘directorship’) roles in New Zealand public and tertiary libraries

<p>Research problem: This study looked at the percentage of female managers in charge of library systems within New Zealand between 1980 and 2013 to see if their gender balance matched the wider library workforce (which has upwards of 80% female staff). Methodology: Directories of public libraries were examined and the gender of each library manager was noted. Results: The overall figure for library managers was found to be around 80%, with a slight improvement over the period examined. However, when public libraries were divided by size, the results for the 1980s showed that large libraries had fewer female managers than the overall library workforce, while small libraries had a larger percentage. This difference was shown to decrease over the period studied, until both large and small libraries had around 80% female staff. A similar result was shown in preliminary data sourced from New South Wales (Australia), which suggested that this trend also occurs overseas. The New Zealand data also considered tertiary institutions. At the beginning of the study, only one out of six university library systems was managed by a woman, while in the most recent year seven out of ten managers were female. In contrast, there was found to be a high percentage of female managers in charge of polytechs over this same time. Implications: These results suggest that a gender bias existed within some sectors of librarianship (within large public libraries and university libraries) at the beginning of the study period, but that this bias has largely disappeared in recent years.</p>

An Analysis of Male and Female Managers’ Responses to Work Stress: Focused on the Case of South Korea

This study aims to determine how work the stress of female and male managers in Korean companies influences their capabilities and career development behavior and analyzes how it affects their turnover intention. According to the analysis results determined using the panel data from the Korean Women’s Development Institute, first, work stress experienced by managers increases their turnover intentions regardless of gender. Secondly, more work stress decreases the development behavior of male mangers but strengthens the career development behavior of female managers. Thirdly, greater work stress decreases manager capabilities but strengthens the capabilities of female managers. Fourthly, career development behavior and capabilities as a mediator variable act differently according to gender on the relationship between work stress and turnover intention. We discussed the results of this study while considering the peculiarities of Korea, which has strong male-centered corporate culture, and presented theoretical and practical implications of the results of this study.

The impact of transactional leadership on achieving the strategic goals in the schools of the directorate of education in Southern Ghour District: أثر القيادة التبادلية في تحقيق الأهداف الاستراتيجية لدى مدارس مديرية التربية والتعليم للواء الأغوار الجنوبية

This study aimed at identifying the impact of transactional leadership on achieving the strategic goals in the schools of the directorate of education in Southern Ghour District from the perspective of school managers. In order to achieve the study objectives, a 37-item questionnaire was developed; its validity and reliability were verified. The questionnaire was applied to a sample that consisted of (38) male and female managers. After applying the questionnaire, the results revealed that the level of practicing transactional leadership and achieving the strategic goals among the study sample individuals in Southern Ghour District was medium and for all the dimensions. The results revealed that the dimensions of transactional leadership (conditioned rewarding, management except for (the active one)) had an impact on achieving the strategic goals. These dimensions accounted for (76.3%)of total variance in the variable of strategic goals. The results revealed that there is no statistically significant impact for the dimension of (management except for the (passive one)) on achieving the strategic goals. The results also revealed that there are no statistically significant differences attributed to the variables of (gender, educational qualification, experience in management) regarding the level of practicing transactional leadership in the schools of the directorate of education in Southern Ghour District as well as statistically significant differences regarding the level of achieving the strategic goals attributed to the impact of the variable of (educational qualification) in favor of higher studies, and for the variable of (experience in management) in favor of (10 years or more).

Toxin Handlers and Burnout Among Human Resource Managers: Does Emotion-Focused Coping Make a Difference?

Toxin handlers are a vital constituent for organizations as these individuals tend to absorb disruptive emotions and feelings of other members of staff. However, as they carry this burden, they are prone to emotional exhaustion, which can lead to burnout on personal levels. This is a matter of critical importance for HR managers as they are commonly the ones, who deal with such struggles within a company. This current research addresses the issue of burnout for toxin handlers in the tourism sector with the inclusion of coping strategies as a mediating factor by gathering data from a number of 180 HR managers within tourism and hospitality sector. A multi-group analysis and PLS-SEM approach was used to test the hypothesized model. It was found that female managers exhibited a difference to their male counterparts in handling toxin through emotion-focused coping strategies. Current results have shown that female managers in HR departments perform better in handling charged emotions of employees and provide solutions for their staff. This is while coping strategies can act as a mediating element for toxin handlers to defuse their exhaustion that is accumulated through constant interacting with negative emotions.

How Do We Perceive a Humorous Manager? Manager Humor, Impression Management, and Employee Willingness to Work With the Manager

Humor is a form of communication that is intended to be entertaining and produce positive affective and cognitive responses from receivers. Nonetheless, humor in the workplace is a complicated matter. It has been recognized as a valuable tool for managers because it can activate various favorable outcomes and alter employees’ perception of the manager’s warmth and competence (impression management), but not always to the benefit of the manager. In our studies, the use of humor showed changed attitudes toward a manager’s warmth and competence, and eventually influenced the employee’s behavioral intentions. In Study 1, we tested the use of managerial humor in two emails. The humorous manager was perceived as warm, but not competent. Impression management mediated the employee’s willingness to work with the manager. In Study 2, we tested the use of managerial humor with one introductory email. In this study, we also monitored the gender of both the manager and the employee. Once again, the humorous manager was perceived as warm and humor mediated employees’ behavioral intentions. As for competence, gender moderated the results, such that male employees perceived humorous female managers as more competent, while female employees perceived humorous male managers as less competent. Practical implications are presented.

Returning to work after maternity leave: work-family policies and work related attitudes

Purpose The purpose of this study is to examine processes in the relationship between WFP and work-family conflict in addition to work related attitudes of women returning to work after maternity leave who hold management positions. Design/methodology/approach Data is gathered from the responses of 238 female managers working for companies throughout Italy who have recently returned to work after maternity leave, to a self-report questionnaire. Findings The results show that the availability of WFP is directly or indirectly related to work attitudes among female managers. Work-family conflict is shown to partially mediate the relationship between the availability of WFPs and work engagement and the availability of WFPs moderates the relationship between work engagement and work-family conflict. Practical implications Therefore provision of communication and psychological support and flexible time-management policies would provide the organizational structure to produce a healthy work-life balance. Originality/value This paper has an original approach by examining the psychological mechanisms underlying the availability WFP on attitudes of women managers returning to work after maternity leave.

Perception of women managers about the glass ceiling breakage

Objective: this study aims to identify strategies and actions of female managers to break the glass ceiling, as well as evidencing management practices to be carried out by organizations. Methodology/Approach: A descriptive, qualitative survey was carried out based on the promoting factors of the glass ceiling. The survey was applied to female managers, resulting in 62 valid responses. Results: The study points out that the strategies and actions of female managers to break the glass ceiling include: family-based education, professional qualification, legitimacy through competence and results, self-confidence, and female empowerment. Study's Limitation/Implication: The first limitation concerns the sample size. Highlighted management practices to be executed by companies are: standardizing the promotion criteria, training policy, employee development program, company awareness of the benefits of diversity in management, and equal pay. Study's Originality/Value: It presents evidence on the glass ceiling phenomena faced by female managers. The study also shows ways that organizations can combat gender inequality at work.