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This study aims to explore the role of Italian women in society and at work during the pandemic. Specifically, it analyses Italian women’s positioning in the work context and in the leadership coordinating the national response to the Covid-19 pandemic.

Inspired by feminist thinking addressing recent debates on women’s livelihoods at the time of Covid-19, the study focusses on Italy’s gendered response to the pandemic and its exclusion of women from decision-making roles in the management of the pandemic and the subsequent post-pandemic socio-economic recovery. Drawing on recent studies and media contributions it provides a thought-provoking analysis embedded in the country’s history and culture.

Despite their high involvement in the daily management of the pandemic, as key workers and family carers, Italian women’s voices have remained unheard and concealed, even in face of movements towards their recognition (#DateciVoce). This study trace this lack of inclusion in the sedimented gender inequalities characteristic of the Italian socio-political-economic context, combined with the effects of Covid-19. This study suggest that the country needs a long overdue and radical shift towards the centring of women and their contributions in work and society.

The study offers insights into the gendered pandemic response of one of the first and worst affected countries. It specifically addresses women’s continued marginalisation in the political arena vis-à-vis their key role in supporting the country’s economy.

The growth of women in management has been argued to offer a route to reduce organizational and social inequality. The purpose of this paper is to explore the careers and experiences of female managers from a variety of organizations operating in the West Midlands region of the UK.

This study is based on 56 interviews conducted with women managers within various sectors. The interviewees also completed pictorial careers maps, which along with interview recordings were analyzed.

The key themes to emerge from this research centre upon the factors that draw women into management (which we term seductive elements) as well as some of the hindering practices that prevent women from progressing. Significantly, we find that managerial careers are associated with gendered assumptions and practices (e.g. facilitating and developing people) which contribute to construct management (done by women) as bounded‐up characteristically with “feminized” behaviours.

The research is based upon a relatively small sample that is multi‐sectorial. Wider studies that increase population size, together with deeper studies that hold sectorial variables constant would further add weight to the findings presented here.

The paper draws attention to the “lived reality” of doing management, which, we argue often, for women in particular involves the reconciliation of contradictions and conflicting pressures. We draw attention to the lack of “alternative models” of organization and highlight the potential for gender‐focus mentoring and management education.

The paper is of value in giving voice to a selection of women managers by allowing them to reflect upon and explore their experience of management. The paper also documents the day‐to‐day reality of women's managerial careers that require the re‐enactment and reproduction of stereotypical gender norms.

The paper considers gender identities in higher education. It examines how people involved in university life engage in (re)creating gender identities and in (re)producing gender‐related expectations (and stereotypes) of managerial behaviour. The process of construction of feminine identities is explored through the discourses of academics from a UK university (mainly women who hold managerial positions). The paper reports findings from a series of in‐depth interviews with women managers (dean, associate deans and heads of departments) and with university academics (men and women) from a Business School, part of a large British new university. The school was of special interest because women held the majority of senior managerial posts. It appears that the process of construction of femininities is mainly developed around four (stereo‐)typical aspects generally associated with feminine management practices (multi‐tasking, supporting and nurturing, people and communication skills, and team‐work).