Chinese women managers: A comparison with their U.S. and asian counterparts

Hildebrandt, Herbert W.; Liu, Jinyun

doi:10.1002/hrm.3930270303

Cited by 20 publications

(11 citation statements)

References 25 publications

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“…To elaborate, both of these cultures have a similar historical development of women's rights and acceptance in the workplace. For example, in Chinese culture women are socialized to be in charge of family responsibilities and to put their careers on hold if their family needs help (Chang, ; Hildebrandt & Liu, ). This is similar to U.S. culture that traditionally socializes women to attend to their families as their primary objective.…”

Section: Methodsmentioning

confidence: 99%

Different Strokes for Different Folks: The Impact of Sex Dissimilarity in the Empowerment–Performance Relationship

Avery

Wang

Volpone³

et al. 2013

Personnel Psychology

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Organizations often utilize empowerment as a way to bolster performance. It is largely assumed, however, that its impact in this capacity is equivalent across organizational members. We tested this notion within a sample of 420 employees belonging to 75 teams in a Chinese organization and found that team empowerment related positively to supervisor-rated in-role and self-rated extra-role performance through its effect on individual psychological empowerment. More important, employee-coworker demographic dissimilarity moderated both stages of this indirect relationship. Specifically, when employee-coworker sex dissimilarity was higher, the following relationships were attenuated: (a) team empowerment-individual empowerment, (b) individual empowerment-in-role performance, and (c) individual empowermentextra-role performance. Collectively, the results illustrate that the impact of empowerment is contingent upon demographic dissimilarity.

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Section: Methodsmentioning

confidence: 99%

Different Strokes for Different Folks: The Impact of Sex Dissimilarity in the Empowerment–Performance Relationship

Avery

Wang

Volpone³

et al. 2013

Personnel Psychology

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“…Although the employment of women in China is relatively high, about 78% of the female labor force work in low-tech industries and sections (Yi-hong, 1992). Hildebrandt and Liu (1988) reported that 8.9% of Chinese managers are women. Korabik's (1992) interview study of Chinese managers suggested that this figure may be somewhat higher if all types of industries and enterprises are considered.…”

Section: International Studiesmentioning

confidence: 99%

A Global Look at Psychological Barriers to Women's Progress in Management

Schein

2001

Journal of Social Issues

831

695

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In the early 1970s Schein identified managerial sex typing as a major psychological barrier to the advancement of women in the United States. The globalization of management brings to the forefront the need to examine the relationship between sex role stereotypes and requisite management characteristics in the international arena. A review of the replications of the Schein research in the United States, Japan provides the basis for a global look at the "think manager-think male" phenomenon. Implications of the outcomes, especially among males, for women's progress in management worldwide are discussed.Barriers to women in management exist worldwide. According to a recent International Labor Organization report ("Women in Management," 1998), although women represent more than 40% of the world's labor force, their share of management positions remains unacceptably low, with only a small proportion obtaining top jobs. Butterfield and Grinnell (1999), in their review of 3 decades of research on gender, leadership, and managerial behavior, pointed to the international perspective as an important new frontier. As management becomes increasingly internationalized, research efforts need to follow suit. Cross-national comparisons help avoid oversimplistic explanations and ethnocentric biases (Berthoin Antal, 1987). The discovery of psychological phenomena that transcend national borders facilitates efforts to enhance the status of women in management. Management is going global, and it is time for research on women in management to do so as well.

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“…Based on the findings from the reviewed empirical studies, it appears that the women leaders’ career trajectories and experiences varied in different social sectors (e.g., public or private). Overall, the women leaders in the public sector (e.g., government agencies and state-owned enterprises/SOEs) experienced more challenges in upward mobility than the women leaders in other sectors (Cooke, 2005; Gao, 2006; Hildebrandt & Liu, 1988; Hisrich & Fan, 1991; Leung & Clegg, 2001). Gao (2006) explained that in China’s public sector (particularly government posts), which is characterized by hierarchical structure (Aaltio & Huang, 2007), promotion favors men and seniority, and is not democratic or open.…”

Section: Looking Back: What Do We Know?mentioning

confidence: 99%

“…Similar experiences were shared by the women leaders in Chinese universities (Tsang et al, 2011) and K-12 contexts (Zhong & Ehrich, 2010) where the promotion of women leaders was initiated by the government, and structured in a top-down manner. Furthermore, the selection process was often complex where candidates for leadership positions were examined for qualities beyond their professional competencies and work performance, such as their political allegiance (Tsang et al, 2011) and political background (Hildebrandt & Liu, 1988). In Granrose’s (2007) study, the female managers in SOEs pursued political education as a means to get on the promotional track because they recognized the importance of the party and government in their career paths.…”

Section: Looking Back: What Do We Know?mentioning

confidence: 99%

Women Leaders in China

Wang

Shirmohammadi

2016

Advances in Developing Human Resources

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The Problem Leadership research has received extensive attention; however, leadership research that focuses on women is still not part of the mainstream. Furthermore, our current knowledge about leadership is primarily built upon studies situated in the Western context. As a result, while we know much about leadership in general, our understanding of women leadership in a non-Western setting, specifically in China, is still limited. The Solution This scoping study was conducted to provide a holistic and balanced picture of women leadership progress in China through a literature review. By focusing on women leaders in China, we intend to extend our current understanding of the leadership phenomenon beyond the Western context and the mainstream research foci. The Stakeholders Developing women leaders is a collaborative effort, requiring multiple stakeholders. For China, findings from this research will benefit national policymakers, organizational leaders, human resource development practitioners, and women leaders. It will also inform Western organizations and managers who will interact with women leaders in China, as well as all scholars who pursue this line of inquiry.

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Chinese women managers: A comparison with their U.S. and asian counterparts

Cited by 20 publications

References 25 publications

Different Strokes for Different Folks: The Impact of Sex Dissimilarity in the Empowerment–Performance Relationship

Different Strokes for Different Folks: The Impact of Sex Dissimilarity in the Empowerment–Performance Relationship

A Global Look at Psychological Barriers to Women's Progress in Management

Women Leaders in China

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