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

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.

PurposeThe purpose of this paper is to explore three research questions. Are there gender differences in the demonstration of emotional and social intelligence competencies? What is the relationship between emotional and social intelligence competencies and success, and does gender moderate that relationship? Are there differences between the most successful male and female leaders in their demonstration of these competencies?Design/methodology/approachThis study used a 360‐degree instrument to measure the demonstration of emotional and social intelligence competencies by top‐level executives in one financial services organization. Annual performance and potential assessments measured the participants' success. Regression analyses and tests of mean differences were used to analyze the research questions.FindingsThe results indicated that there were no significant differences between male and female leaders in their demonstration of emotional and social intelligence competencies. The most successful men and women were also more similar than different in their competency demonstration. However, gender did moderate the relationship between the demonstration of these competencies and success. Male leaders were assessed as more successful even when the male and female leaders demonstrated an equivalent level of competencies. Finally, distinctions were found between the most successful males and females and their typical counterparts.Research limitations/implicationsA field sample from one organization limits the generalizability of the results.Practical implicationsImplications for organizations and their leadership are discussed including the importance of a broad range of competencies used in assessments, the awareness of gender stereotypes and gender‐stereotypical behavior, and the acknowledgement of multiple measures of success.Originality/valueThis study highlights the moderating influence of gender between the demonstration of emotional and social intelligence competencies and success. Distinctions in competency demonstration between the most successful top‐level executives and the typical executives contribute to the literature and to leadership development practice.

Flexibility in a manufacturing fi rm is a strategic choice that advances the fi rm's superior performance. This is especially true in the emerging supply chain, which makes the fi rm's environment particularly turbulent. This paper examines the critical relationships between a manufacturing fi rm's human capital, the fi rm's fl exibility, suppliers' fl exibility, and the fi rm's competitive advantages. Based on questionnaire responses from 201 senior supply chain management professionals in several manufacturing industries, this study establishes direct links between a manufacturing fi rm's human capital and the fi rm's superior fl exibility, and between a manufacturing fi rm's fl exibility and its competitive advantages. In addition, this research fi nds that the fi rm's fl exibility mediates the relationship between the fi rm's human capital and its competitive advantages, as does the connection between the suppliers' fl exibility and the fi rm's competitive advantages.

Access to this document was granted through an Emerald subscription provided by 405387 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to investigate the critical relationship between emotional intelligence (EI) abilities and conflict management styles in the workplace. Design/methodology/approach -Totally, 126 participants completed a measure of EI and an assessment of conflict management styles. Regression analyses were then performed. Findings -Results of regression analyses indicate several significant relationships between EI abilities and participants' conflict management styles. The EI abilities of problem solving, social responsibility, and impulse control were the most directly related to how participants managed conflict at the workplace. Research limitations/implications -Future research should attempt to replicate these findings in other samples. In addition, researchers should investigate other significant variables that explain people's choices in conflict management styles. Practical implications -Implications of these findings suggest that for management development purposes, people should attempt to improve on the EI abilities of problem solving, social responsibility, and impulse control in order to manage workplace conflict effectively. Originality/value -This investigation contributes to the literature by identifying specific EI abilities, rather than a macro measure of EI, that are associated with different styles of conflict management.