women’s career development, career success, gender, career theories,

To increase the representation and participation of women and other minorities in organizations, workplaces must become more inclusive. For such change to be successful and sustainable, organizations must systematically break down the barriers constraining women's participation and effectiveness; improve their prevailing structures, policies, and practices; and engender transformation in their climates. This article presents the experience of 19 U.S. universities, funded by the National Science Foundation's ADVANCE Institutional Transformation program, that have embraced comprehensive transformation for improved gender representation and inclusion in science and engineering disciplines. It describes the facilitating factors, program initiatives, institutionalization, and outcomes of their transformation, and suggests a transformation model that all organizations can use to create an inclusive and productive workplace for a diverse workforce. © 2008 Wiley Periodicals, Inc.

No abstract

Purpose -Women remain dramatically underrepresented in the engineering profession and far fewer women than men persist in the field. This study aims to identify individual and contextual factors that distinguish women who persist in engineering careers in the US. Design/methodology/approach -Qualitative research was conducted based on semi-structured interviews with 31 women engineers, ten of whom had left an engineering career and 21 persisting for on average 21 years. The interviews were recorded, transcribed, coded and analyzed. Findings -Women who persisted in engineering careers articulated high levels of self efficacy, described themselves in terms of their identity as an engineer, and were motivated by the challenges and novelty of the profession. Women engineers' ability to adapt enabled them to persist and thrive despite working in a male-dominated culture characterized by difficulties associated with the workplace, including discrimination. Women who opted out of engineering were less likely to recognize options in navigating the workplace and some felt as if they were pushed into engineering. Persistent engineers were less likely to be married and had fewer children. Research limitations/implications -Although appropriate for an inductive study using a grounded theory approach the sample was small and the data was self reported. Practical implications -A model is developed that integrates individual and contextual factors explaining a woman's persistence in an engineering career and has potential to explain persistence in other professions. To retain more women in engineering careers, organizations and managers should provide opportunities to develop identified skills within the professional domain and should provide opportunities for women engineers that provide continuous learning, on-going challenges and novel work. Originality/value -Although numerous studies have addressed the retention of women in academic engineering programs and several recent studies have described why women leave engineering careers, the novelty of this study is that it addresses why women stay.

No abstract

No abstract

No abstract

This article presents a comprehensive perspective of leadership development that addresses the unique needs of women in organizations. The authors propose 7 categories of leadership development practice and examine the opportunities and obstacles in each of these practices for women. The authors offer recommendations for consulting psychologists and human resources professionals targeted to female clients and to organizational practices in order to advance women's leadership development. Finally, the authors discuss the overarching themes emanating from their research and implications for women and leadership development.