He is a Firm,Strong‐Minded and Empowering Leader,but is She? Gendered Positioning of Female and Male CEOs

The article focuses on how management and gender are done in written stories about female and male chief executive officers (CEOs). The stories were written by young Finnish business school students. The logic for studying stories written by students lies in the argument that the new generation will not reproduce common stereotypes about soft, democratic and caring female managers and hard, authoritarian and strong male managers. In the analysis, we rely on positioning theory, which focuses on how the CEOs are discursively positioned, that is, what kinds of roles and duties they are assigned and how their positions shift as the story unfolds. The analysis shows that while there is little difference in the rights and duties assigned to the CEOs, the positioning of female and male CEOs construct a very different picture of their abilities as business managers and leaders of people. The female CEOs are depicted as successful business managers but lacking in interpersonal skills. The male CEOs are also successful business managers but they are constructed as naturally competent leaders of people. This finding is linked to the Finnish management context as well as to the institutionalized leadership and management discourses.     

Leadership criteria in the Pacific Northwest of the USA 19972002

Abstract

There have been very little follow-up leadership behaviour studies. This study describes an investigation of the US insurance industry. Management behaviour was studied in the beginning and at the end of the five-year period 19972002. On the whole insurance managers in the Pacific Northwest in the hard market conditions of 2002 appear on average to have changed their leadership criteria evaluations only slightly: they appreciated staffing and managing by example more than their colleagues did previously in the soft market conditions of 1997. The empirical data were checked for company size and management level. According to three-way variance analysis the different time period (soft or hard market conditions) and company size seem to have affected three leadership criteria: insurance managers in big companies in 2002 seemed to rate organizing, delegating and mutual trust more highly than their colleagues did five years earlier. The study suggests hypothetically that in a soft market period (buyer's market) managers employ a more relationship-oriented leadership style and correspondingly adapt their leadership style to a more task-oriented approach in a hard market phase (seller's market).     

The impact of conservative discourses in family policies, population politics, and gender rights in Poland and Turkey

This article uses childcare as a case study to test the impact of ideas that embody a traditional understanding of gender relations in relation to childcare. Conservative ideas regard increasing female labor market participation as a cause of decreasing fertility on the functioning of a set of general policies to increase fertility rates. It looks into the Polish and Turkish contexts for empirical evidence. The Polish context shows a highly institutionalized system of family policies in contrast to almost unessential institutions in Turkey. Formally, the labor market participation of women is much lower in Turkey than in Poland. Yet, given the size of the informal market in Turkey, women's labor participation is obviously higher than what appears in the statistics. Bearing in mind this divergence, the article suggests Poland and Turkey as two typologies for studying population politics in contexts where socially conservative ideas regarding gender remain paramount. We qualify ideas as conservative if they enforce a traditional understanding of gender relations in care-giving and underline women's role in the labor market as an element of declining fertility. In order to delineate ideational impact, this article looks into how ideas (a) supplant and (b) substitute formal institutions. Therefore, we argue that there are two mechanisms pertaining to the dominance of conservative conventions: conservative ideas may either supplant the institutional impact on family policies, or substitute them thanks to a superior reasoning which societies assign to them. Furthermore, conservative conventions prevail alongside women's customary unpaid work as care-givers regardless of the level of their formal workforce participation. We propose as our major findings for the literature of population politics that ideas, as ubiquitous belief systems, are more powerful than institutions since they provide what is perceived as legitimate, acceptable, and good for the societies under study. In the end, irrespective of the presence of institutions, socially conservative ideas prevail.     

Female board directors' resilience against gender discrimination

Despite regulatory efforts to promote gender diversity on boards, women are still severely underrepresented in board leadership in the UK, beyond FTSE 100 companies. Evidence suggests that women, when poorly represented in the workplace, are more likely to suffer discrimination. In this study, we report the first-hand experiences of gender discrimination suffered by female directors and present the process of how they build resilience through developing coping strategies. Such resilience-building processes seem to vary with the length of board experience of female directors. At the outset of their board journey, they adopt avoidant coping strategies of denial and disengagement. However, with experience in boards, they gain the confidence to pursue the active coping strategy of seeking and extending support. This qualitative study is based on 42 elite interviews of board directors and is guided by the resilience theory, in the context of top FTSE boards. The article also discusses the contribution of the study to theory, praxis, and policy.     

The ‘Feminization’ of Management? Issues of ‘Sameness’ and ‘Difference’ in the Roles and Experiences of Female and Male Retail Managers

Explanations of women’s poor representation in senior management usually emphasize differences between women and men managers’ experiences, circumstances and aspirations, and the gendered character of organizational structures and processes. Whilst these may all disadvantage women, some writers have suggested recently that women managers may differ in style and orientation in ways particularly appropriate for today’s developing organizations. This paper explores issues of ‘sameness’ and ‘difference’ between women and men managers in retailing. Whilst both male and female store managers wanted to downplay gender differences and adopt a ‘gender neutral’ approach, they also associated a number of advantages and disadvantages with being a woman manager in certain contexts. Rapid sectoral change had caused companies to reassess the desired attributes and competences of managers; associated both with an enhanced valuing of ‘feminine’ qualities and with a more ‘objective’ and ‘clinical’ approach to assessment. Despite their equal numbers at entry points women remained poorly represented at senior levels, suggesting that subjective and informal processes were important determinants of women and men’s progress. Given management is inherently a process enacted by individual managers within a social context the extent to which it can be conceived in gender neutral terms is questioned since individuals are inevitably discussed and identified in terms of their gender.     

Family‐Supportive Organizational Culture and Fathers' Experiences of Work–family Conflict in Sweden

This study explores fathers' experiences with work–family conflict and their perceptions of how supportive the organizational culture at work is regarding fathers' work–family needs, and whether a family‐supportive organizational culture is associated with less work–family conflict. A total of 377 fathers working in private Swedish companies were surveyed. While a modest proportion of fathers experienced high levels of work‐to‐family conflict, less family‐to‐work conflict was reported. Further, fathers perceived little work–family support from top managers, supervisors, and co‐workers. Our results indicate that the cultures in the examined companies have norms that separate work and family from each other. Fathers seem likely to experience work–family conflict as long as the family‐supportive organizational culture, especially at the work group level, is not well‐developed. When fathers experience their work organizations as family‐supportive, they are likely to be better able to combine work and family and thus to help Swedes achieve a more gender‐equal society.     

Negotiating Gender Relations: Muslim Women and Formal Employment in Pakistan's Rural Development Sector

Drawing on evidence from qualitative field research, this article explores how Pakistani female development practitioners experience their work situations as they are shaped both by local sociocultural norms and globalized development agendas. In this context, policies at global and national levels demand that more female development practitioners work in remote rural places in Pakistan, thus creating new employment opportunities for some Pakistani women. This article argues that, in this work environment, these women are exposed to different expectations about their gender behaviour and that they therefore develop physical strategies on the one hand and discursive strategies on the other in order to negotiate gender relations in a way that allows them to engage in formal employment. This article adds to under‐researched debates on gender and work in Muslim countries as well as to debates in critical development and gender studies.     

Giving Meaning to Sport Involvement in Managerial Work

I use a discursive analytical approach to explore ways in which senior managerial men working in nonprofit organizations understand the contribution, if any, of their own sport history to their work skills, how this may vary by organizational contexts and how the subtexts of these discourses may strengthen the dominance of managerial men in a specific context. I used semi‐structured interviews to ask 67 senior managerial men about the role they perceive their sport history plays in their managerial skills. Two overlapping topics emerged from the data: team and leadership skills and perseverance and toughness. I explore the meaning these topics had for the managers and the possible gendered subtexts of these meanings. The findings are situated in the critical feminist management and sport literature.     

Work, family, and managerial attitudes and practices in the European workplace: comparing Dutch, British, and Slovenian financial sector managers

Managers are key actors shaping employees’ capabilities to utilize work–life policies. However, most research on managers’ implementation of these policies has been conducted in liberal welfare states and ignores the impact of institutional context. In this study, we situate managers within specific workplace and national layers of context. We investigated how managers in financial organizations in the Netherlands, UK, and Slovenia talk about the utilization of work–life policies. Managers’ discourses stressed disruption and dependency considerations in these case studies, as in the US research. However, a further management discourse of the moral case or right thing to do also emerged. The lack of resources for replacing staff on leave creates disruption and reduces managers capability to support the use of work–life policies, even when they are statutory or if managers are inclined be supportive (dependency or moral argument). This is likely to impact on parents' capabilities.     

‘You care for your work; I'll care for your family’: perceptions of paternalistic managerial actions and employee commitment in Mexico

This study focuses on paternalism as a managerial strategy to foster employee commitment. Using in-depth, qualitative interviews during extended fieldwork at a Mexican multinational company, I examine employee perceptions of managerial actions within the context of workplace transformation. Employees perceived management as caring toward them and their families and characterized the workplace as a considerate and respectful environment. Employees interpreted managerial actions positively because a company cooperative provided family-supportive policies and cultivated a family-supportive culture, even after workplace transformation. Rather than disrupt the paternalistic practices, management combined them with the new strategic management practices. In exchange, employees were committed to the organization as evidenced by expressions of loyalty, pride, and appreciation. With its focus on how a specific family-supportive setting matters in the global south, this study extends the research on managerial strategies to promote employee commitment.     

Gender and the Limits to Diversity in the Contemporary British Army

This article considers equal opportunities and diversity management policies in the contemporary British Army for what they indicate, not only about policy frameworks for women's military participation, but also for what they tell us about the construction of ideas about gender and difference within that organization. The article sets out contextual information on women in the British Army and describes the research methodology on which this article is based. It looks at the evolution of equal opportunities policies and the more recent shift towards diversity management policies in the Army, focusing on their contributions towards female equity. The article examines the consequences of the shift towards the management of diversity, noting how embracing the ideas of diversity management is ultimately limited by the Army's construction of female difference. It concludes with a discussion of the issues of female and military specificity in relation to the management of diversity.     

Distorted Views Through the Glass Ceiling: The Construction of Women's Understandings of Promotion and Senior Management Positions

The article explores the issue of whether women's under‐representation in senior management positions can be explained in part by the messages they are given about the promotion process and the requirements of senior jobs. Through interviews with over 50 male and female junior and senior managers in a UK high street bank, issues relating to the required personality and behaviour characteristics seen to be associated with success and with the long hours culture emerged as important. In many cases men and women identified the same issues but the significance of them for their own decision‐making and the way others interpreted their behaviour varied — particularly in relation to the perceived incompatibility between active parenting and senior roles. The findings provide an account of the context in which women make career choices which highlights the limitations of analyses which see women's absence as the result either of procedural discrimination or women's primary orientation towards home and family. The findings also highlight the problems of treating commitments towards gender equality as an isolated issue and stress the importance of understanding responses to policies and ways of achieving change within the broader context of an analysis of the organization's culture.     

The career resilience of senior women managers: A cross-cultural perspective

This article examines how cultural contexts influence the demonstration of resilient behaviors of women senior managers in large organizations. We compare the experiences of Malaysian and Australian women overcoming key challenges and obstacles in their career journeys by engaging in the resilience strategies of network leveraging, learning, and adaptability. Our findings reveal the unique, complex, and contextual nature of career resilience, and show how resilience can be demonstrated, often differently, across culture and context. Our study adds to the existing body of literature in the areas of careers, gender in the workplace, and resilience, by highlighting how senior women sustain and navigate their career paths within the constraints of their socio-cultural contexts. Practical and scholarly implications are discussed.     

Women and work: Ascending to leadership positions

The purpose of this qualitative study is to explore women’s ascension to leadership positions. Two women CEOs were interviewed for this study. The literature on women leadership shows that many women might not be attaining CEO positions because of a lack of mentors, leadership-career aspirations, and experience, gender inequality, and companies’ preference for leadership styles based on masculine characteristics. The literature shows these factors affect women’s ascension to such leadership positions. This study found that women fall under the masculine leadership styles, even though their preferences differ. Furthermore, gender inequality seemed to be tied to age discrimination as well. The article concludes with an examination of nuances concerning gender inequality as it relates to leadership ascension, that is, the minute micro-aggressive messages that might be perceived as part of the culture. Furthermore, the implication that women need more mentors to prepare them for leadership roles is examined. This implication holds further ramifications as leadership approaches play roles in empowering or disempowering women.     

Walking the talk: An exploratory examination of executive leadership communication at startups in China

This study explored the under-researched topic of leadership communication in the context of startup companies in China. Specifically, this study examined the role of executive leadership in shaping corporate culture and leadership communication purposes, strategies, and channels in startups. Findings were derived through 25 in-depth interviews with entrepreneurs in China, and they suggested that 5 major corporate culture types are prevalent and can coexist at startups, including innovation/adventure, openness, inclusiveness/participation, supportiveness, and aggressiveness/competitiveness. The character and management style of startup leaders shape the culture of the organization. Leadership communication serves various internal and external purposes at the informational, motivational, and behavioral levels. Symmetrical, transparent, authentic, and visionary communications are found to be effective leadership communication strategies at startups. Startup leaders overall prefer using face-to-face communication and mobile social messengers (e.g., WeChat) to communicate with internal and external stakeholders, followed by email and phone. Implications of the findings are discussed.     

The Subjectivity of Fairness: Managerial Discretion and Work–Life Balance

We use organizational justice theory to examine how perceptions of fairness affect the decision‐making process of line managers. In‐depth interviews were conducted with 35 Irish managers to explore how managers make organizational allocation decisions in cases where it is impractical to offer work–life balance accommodations to all employees. The findings suggest that firstly, managers construct the ‘life’ aspect of work–life balance within a heteronormative framework, where the emphasis is on caregiving and most usually parenting. Secondly, managers actively use their decision‐making powers around both formal and informal work–life balance supports to minimize injustice within their departments. By bringing together ideas about organizational justice and managerial decision‐making, we indicate how managers determine fairness through a decision‐making process narrowed by embedded gender role beliefs. Implications for future research and practice are discussed.     

Gendered Leadership: The Effects of Female Development Agency Leaders on Foreign Aid Spending

This article examines the effects of gender on the leadership of bilateral development aid agencies, particularly their official development assistance (ODA) allocations toward gender‐related programming. Drawing on earlier research on gendered leadership, the article tests the hypothesis that female director generals (DGs) and ministers responsible for aid agencies will allocate more ODA than their male counterparts toward gender programming. This existing literature on gendered leadership is divided: some scholars argue that women and men have distinct leadership styles on account of their gender, while others argue that the only distinguishing factor is the institutional context in which they lead. Drawing on data collected on aid flows and agency leadership within the major Western aid donors of the Organisation for Economic Co‐operation and Development (OECD) Development Assistance Committee (DAC) over the period from 1995 through 2009, we use pooled time series analysis to examine the effects of gendered leadership on aid allocation. Our analysis reveals a tendency for female DGs and ministers to focus ODA on gender‐mainstreaming programs, while male DGs focus ODA on gender‐focused programs. We argue that these divergent priorities reflect the women's desire to reform gendered power structures within their respective aid agencies, and the men's desire to maintain existing gender power structures from which they benefit.     

“Being Indian,” “Being American”

Summary

This is a cross-cultural study that seeks to understand an aspect of Asian Indian women's realities by exploring concepts such as: attitudes toward gender roles, level of stress in their lives, and their ethnic identity. It compares Asian Indian women raised in the U.S. (n = 45), with women born and raised in India (n = 50) and with European American women in the U.S. (n = 50). Additionally, excerpts from in-depth interviews with Asian Indian women in the U.S. are included. Most Asian Indian women in this study feel that they are both Indian and American and feel the two can be very well combined. However, they have problems with their families for not being Indian enough, especially on issues regarding marriage, career choice, and dating. The study found that “being Indian” might be different for the first generation Indian immigrants and the Asian Indian women who were born and raised in the U.S. These Asian Indian women are striving to claim a new identity for themselves, one which is both Indian and American.     

Doing business or leading care work? Intersections of gender,ethnicity and profession in home care entrepreneurship in Sweden

This article critically explores assumptions underpinning Swedish elder care policies that the introduction of market practices in publicly funded eldercare services advances women's entrepreneurship. We argue that gendered privileges and disadvantages are being recreated on tax‐funded home care markets; furthermore, gendered inequalities intersect with ethnicity and profession in the management of small‐scale care companies' dealings with authorities governing home care services and standards for home care work. However, we find that the salience of categories depends on the context in which they emerge. While gender and profession are dominant in management, gender and ethnicity influence interactions with authorities. Only in standards for home care work do all categories simultaneously shape the business approaches of care entrepreneurs. Our analysis, based on data on size and growth of home care companies and interviews with small‐scale care entrepreneurs, suggests that regulations and practices privilege big companies and care entrepreneurs who echo the white, masculine gendering of entrepreneurship as ‘doing business' and disadvantage small‐scale entrepreneurs focusing on leading care work to produce quality care.