Gender Styles in State Legislative Committees

Abstract

This research focuses on the gendered nature of legislative institutions by examining the conflict resolution styles of state legislative committee chairs. Based on a survey of 285 state legislative committee chairs, focus groups and individual interviews, the study examines a sizeable cohort of men and women engaged in fundamentally similar leadership tasks but under varying institutional circumstances and in more than a single state. The research finds that women committee chairs raise their voices to resolve conflicts in a different way from their male colleagues. More importantly, the study shows how gender composition of the membership, the distribution of gender power, and the extent of professionalization influence conflict resolution style. These data challenge the predominant view of legislative leadership as transactional behavior and suggest the need to consider whether masculine behavior and institutional norms have been conflated.     

Women and Top Leadership Positions: Towards an Institutional Analysis

Women remain under‐represented in top leadership positions in work organizations, a reality that reflects a variety of barriers that create a glass ceiling effect. However, some women do attain top leadership positions, leading scholars to probe under what conditions women are promoted despite seemingly intractable and well‐documented barriers. Previous scholarship tends to posit individual‐level explanations, suggesting either that women who attain top leadership positions are exceptional or that potential women leaders lack key qualities, such as assertiveness. Much less scholarship has explored institutional‐level mechanisms that may increase women's ascension to top positions. This analysis seeks to fill this gap by testing three institutional‐level theories that may shape women's access to and tenure in top positions: the glass cliff, decision‐maker diversity, and the saviour effect. To test these theories we rely on a dataset that includes all CEO transitions in Fortune 500 companies over a 20‐year period. Contrary to the predictions of the glass cliff, we find that diversity among decision makers — not firm performance — significantly increases women's likelihood of being promoted to top leadership positions. We also find, contrary to the predictions of the saviour effect, that diversity among decision makers increases women leaders' tenure as CEOs regardless of firm performance. By identifying contextual factors that increase women's mobility, the paper makes an important contribution to the processes that shape and reproduce gender inequality in work organizations.     

Shaping Perceptions of Sarah Palin’s Charisma: Presentations of Palin in the 2008 Presidential Election

Research has shown that male politicians are often stereotyped as stronger leaders than female politicians. This research, however, has taken a fairly narrow view of leadership. In the business organization literature, a leadership style called charismatic leadership is treated as a multidimensional concept, with feminine and masculine attributes. While scholarship has considered factors that shape perceptions of charisma, it has not looked at the effect of media presentations. This question became especially timely during the 2008 election. Using data from an experiment with voters in Los Angeles County, we show how media presentations impact the feminine and masculine components of Sarah Palin’s charisma. In our analysis, we show that media presentations that highlight stereotypically feminine traits increase perceptions of Palin’s feminine charisma, while those that highlight masculine traits have null effects on perceptions of Palin’s masculine charisma. Partisanship moderates these effects. Moreover, as one might expect, increased perceptions of Palin as a charismatic figure increase positive feelings toward her as a candidate.     

Organizational Resources and the Gender Gap in Congregational Lay Leadership

The purpose of this study is to examine how organizational resources affect the gender gap within lay (volunteer) leadership in religious congregations. Using institutional theory as a framework, this study situates congregations within a larger field of organizations competing for legitimacy. Congregations with higher levels of resources—such as wealthier members, better-educated members, or larger memberships—are more likely to be connected to the core of the field and therefore more likely to have gender egalitarian practices in order to signal their legitimacy. Therefore, I hypothesize that women in resource-rich congregations will have greater access to volunteer leadership positions than women in congregations that are resource deficient. I analyze 70,942 individuals in 344 religious congregations from the 2001 U.S. Congregational Life Survey using multilevel modeling. I show that religious congregations with more members, better-educated attenders, and wealthier attenders have smaller gender gaps in volunteer leadership positions. Congregational resources can mitigate the gender gap in lay leadership, and women within resource-rich organizations have greater access to positions of authority.     

Identity tensions of women with two leadership positions in India

Identity narratives enhance the understanding of women’s leadership, but there exist very few in-depth analyses of negative identity tensions that influence agency. In this study, we examine the negative identity tensions of well-to-do women from small towns in India, who hold two leadership positions: organizational and social movement. We borrow from the discourse on well-to-do women’s participation in social movements in India to draw on the notions of identity, perceptions of feminism, and patriarchal challenge. Our data are derived from 49 in-depth interviews with women leaders. Findings from qualitative analysis and creation of a composite narrative show that negative identity tensions arising from two leadership positions are gendered in nature. Furthermore, agency is (i) contingent on one’s reflection on challenges, (ii) rooted in an underlying principle, and (iii) practiced through the mechanisms of “managing femininity,” a concept that is widely discussed in the Western paradigms of postfeminism and neoliberalism. This paper contributes to the feminist dialog on the global South in the context of gender, class, and geographical location intersection by revealing certain non-Western ways of managing femininity. However, in the process, the hegemony of Indian men remains intact.     

Leadership,Gender and Sense‐making

This article examines the nature of sense‐making processes in teams and considers the extent to which leadership as a sense‐making process is impacted by gender. We conducted an in‐depth inquiry into the decision‐making behaviour of two single‐gender teams and a third, mixed gender team, as they worked together to produce gender‐specific leadership schema in an experimental setting. Our research question was, ‘To what extent is leadership as a sense‐making process impacted by gender?’ The article reports on the design, conduct and outcomes of this research project. We found that using a meeting as part of the research method created a specific instance of a gendered organizational context exerting a dominant and directive influence on individual and collective behaviour. The current trend toward team‐based leadership is likely to involve more meetings with increasing numbers of women in senior positions. This suggests to us that men and women need to be alert to the possibility that the gendered nature of meetings may be acting as a barrier to the expression of feminine forms of leadership.     

Re-casting shakespeare: gendered performances and performativity of leadership

The executive development courses offered jointly by the Praxis Centre of Cranfield University's School of Management and Shakespeare's Globe Theatre in the summer of 1999 and 2000 were the impulse for this article. I respond to the gendered implications of re-presenting and performing Shakespearean roles as a training guide to leadership and business success. My critical analysis adapts Lyotard's (1984) market performativity and Butler's (1990) gender performativity to pose the promise and perils of performing leadership roles based on Shakespeare's characters. This paper re-presents a performative instance of resistance to the dominant masculine metaphors that management education draws out of Shakespeare. I interrupt the play and re-cast the organizational leader and performance consultant as a moral agent who performs the service discourse of the feminine-in-management based on ‘the Other’ in Shakespeare.     

Gendered Constructions of Leadership in Danish Job Advertisements

The purpose of this article is to consider the gender imbalance at top management level from a discourse analytical perspective. More specifically, it investigates the language of 39 Danish top executive job advertisements and considers which leadership identities are projected as desirable or necessary. This is done by carrying out two interlinked studies: a semantic field analysis of the sections in the job advertisements describing the leadership traits of the ideal candidate (Study 1) and a study of MBA students' responses to extracts from the advertisements as far as gender is concerned (Study 2). Semantic field analysis reveals that all the job advertisements are gender‐biased and that most traits described in the advertisements are associated with traditional or stereotypical masculine attributes. Study 2 confirms this finding, as respondents (MBA students) assign a masculine identity to the vast majority of the extracts from the job advertisements.     

Women of the corporation: A sociolinguistic perspective of senior women's leadership language in the U.K.

This paper reconceptualises a classic theory (Kanter 1993[1977]) on gender and leadership in order to provide fresh insights for both sociolinguistic and management thinking. Kanter claimed that there are four approved ‘role traps’ for women leaders in male‐dominated organisations: Mother, Pet, Seductress and Iron Maiden, based on familiar historical archetypes of women in power. This paper reinterprets Kanter's construct of role traps in sociolinguistic terms as gendered, discursive resources that senior women utilise proactively to interact with their predominantly male colleagues. Based on a Research Council funded ¹ study of 14 senior leaders (seven female and seven male) each conducting at least one senior management meeting in the U.K., the paper finds that individual speakers can transform stereotyped subject positions into powerful discursive resources to accomplish the goals of leadership, albeit marked by gender.     

Resistance Is Not Futile: Liberating Captain Janeway from the Masculine‐Feminine Dualism of Leadership

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Doing Authenticity: The Gendered Construction of Authentic Leadership

Authenticity has been a focus of much leadership research in recent years. Despite this interest, there has been a dearth of studies that explore the role of gender in the social construction of authenticity. To date, authentic leadership theories have tended to be either gender neutral or, where gender has been considered, it is argued that women as ‘outsiders’ are less likely to be accepted by their followers as authentic leaders. In this study we examine the media representations of the CEOs — one male, one female — of two major Australian retail banks during the global financial crisis. Our approach enables us to show that authenticity is something leaders ‘do’ rather than something they ‘have’ or ‘are’, and that being constructed as authentic depends on the leader performing authenticity in line with gender norms deemed appropriate for the socially constructed context in which they are expected to lead.     

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

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Gender roles and romantic relationships: new cultural values based on the desire for a utopia

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Mentoring is widely acknowledged to be an important contributor to women's career success and progression, but women often struggle to access mentoring networks that can help sponsor and develop their careers. Formal mentoring programmes designed specifically for women help overcome this challenge, but such schemes may at the same time reinforce masculine discourses which position women as deficient in relation to the invisibly male norm that is implicit within contemporary working practices. Drawing on a formal women‐only mentoring programme built on gender‐positive goals to empower women to ‘be the best they can be’ within the events industry, this article considers the extent to which such programmes can both challenge and reproduce gendered discourses of business and success. Interviews with mentors and mentees illustrate how such programmes make gender visible within business and individual careers, but masculinist underpinnings of organizational discourses remain invisible, unacknowledged and thus largely unchallenged.     

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