Jane Baack, Norma Carr‐Ruffino, Norma Carr‐Ruffino, Norma Carr‐Ruffino and Monique Pelletier
Discusses general skills clusters identified by other researchers asnecessary for leadership success. Reports a US study by questionnairesurvey on the specific skills viewed by…
Abstract
Discusses general skills clusters identified by other researchers as necessary for leadership success. Reports a US study by questionnaire survey on the specific skills viewed by male and female managers as essential for top management posts. Reveals a great deal of agreement, but women as well as men harbour stereotypes of women as being less able to handle their emotions under stress, less career‐committed and not such good team‐players.
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Jane Baack, Norma Carr‐Ruffino and Monique Pelletier
Discusses general skills clusters identified by other researchersas necessary for leadership success. Reports a US study by questionnairesurvey on the specific skills viewed by…
Abstract
Discusses general skills clusters identified by other researchers as necessary for leadership success. Reports a US study by questionnaire survey on the specific skills viewed by male and female managers as essential for top management posts. Reveals a great deal of agreement, but women as well as men harbour stereotypes of women as being less able to handle their emotions under stress, less career‐committed and not such good team‐players.
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Although 40 per cent of US managers are women, only about 5 percent of the top level managers are women. Middle and top level womenmanagers were surveyed by a questionnaire…
Abstract
Although 40 per cent of US managers are women, only about 5 per cent of the top level managers are women. Middle and top level women managers were surveyed by a questionnaire. Nearly all say women are under‐represented in their firms, mainly because the men at the top are reluctant to promote them. As a remedy, education was preferred over legal measures. Key barriers include: managers′ stereotypes about women′s credibility, career commitment, and decision‐making ability; various subtle forms of exclusion. Key techniques for overcoming the barriers include: skills in communicating, problem solving, decision making, motivating, delegating, and supervising; understanding the firm, its people, and its politics; co‐operating as a team member; developing personal power (poise, inner resources).
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Women in Management Review Volume 9 No. 1 of this journal contains five articles of interest. In the first, entitled “Power, Sex and Systems”, Virginia E. Schein examines the…
Abstract
Women in Management Review Volume 9 No. 1 of this journal contains five articles of interest. In the first, entitled “Power, Sex and Systems”, Virginia E. Schein examines the power‐related properties of professional and organisational systems and considers their influence on reactions to sexual harassment. It is argued that, when the socio‐cultural power model of male dominance operates within pluralistic/political professional and organisational systems, these systems can become breeding‐grounds for sexual harassment behaviours that are tolerated rather than told on. A contrast between careers within systems and less system bound jobs illustrates the influence of context on decisions to tell or tolerate.
Volume 64 Part 4 of the Journal of Occupational Psychology includes an article by Hazel M. Rosin and Karen Korabik entitled “Workplace variables, affective responses, and…
Abstract
Volume 64 Part 4 of the Journal of Occupational Psychology includes an article by Hazel M. Rosin and Karen Korabik entitled “Workplace variables, affective responses, and intention to leave among women managers”.
Equal pay for men and women was a principle en‐shrined in the Treaty of Rome and was the subject of a European Directive in 1975. This investigation of progress towards equal pay…
Abstract
Equal pay for men and women was a principle en‐shrined in the Treaty of Rome and was the subject of a European Directive in 1975. This investigation of progress towards equal pay in three member‐states, Germany, Italy, and the United Kingdom, reveals the importance of differences in employment structures and reward systems in determining relative pay for women. The author argues that differences in the structure and size of pay differentials among countries suggest that more attention needs to be paid to the general system of labour market regulation than to explicit equal‐pay policies. She concludes that women would be more likely to benefit from a strategy of establishing labour standards and regulation than from equal‐pay Directives which have little effect on the general practices and principles of pay determination.