Gender and management

Brewis, Joanna; Linstead, Stephen

doi:10.1007/978-1-349-92292-5_3

Cited by 11 publications

(17 citation statements)

References 58 publications

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“…Additionally, most of the respondents (m = 3.67) agree that women possess capabilities that are the same as those of male project managers. This result is supported by liberal feminism, which claims and believes that men and women are essentially the same (Harding, 1987;Greene, 1999;Brewis and Linstead, 2004). Female construction project managers have benefited from the feminist struggle both in terms of their rights under the law and the changes in work practices (Gale and Cartwright, 1995).…”

Section: Discussionsupporting

confidence: 52%

“…Liberal feminist theory claims that men and women are essentially the same (Harding 1987;Greene, 1999;Brewis and Linstead, 2004) because the capacity to reason, as the defining characteristic of being human, is not gender specific (Greene, 1999). Liberal feminism supposes that sex differences (biological) are actually gender differences (cultural); that is, sex is a biological male/female binary divide and gender is a sex-appropriate socialization of the individual (O'Brien, 1983).…”

Section: Liberal Feminist Theorymentioning

confidence: 97%

“…Liberal feminist theory claims and believes that men and women are essentially the same (Harding 1987;Greene, 1999;Brewis and Linstead, 2004) because the capacity to reason, as the defining characteristic of being human, is not gender specific (Greene, 1999). This theory is often applied as the foundation for adding women to organizational positions in fields traditionally dominated by men, such as the construction industry (Greene, 1999).…”

Section: Introductionmentioning

confidence: 95%

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Assessing the Capability of Women Construction Project Managers Based on Liberal Feminist Theory

Jaafar¹,

Othman²

2013

International Journal of Construction Management

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Studies on the involvement and capability of women in the construction industry are rare in developing countries. Although a minority in the industry, women construction project managers have the same level of importance as men. In a construction organization, the position of a project manager is the most challenging task. This study aims to explore the capabilities of women construction project managers in the Malaysian construction industry in comparison with their male counterparts. Liberal feminist theory is applied as an underpinning theory to explain the concept of "equal capability of women." This study adopts the mixed methods approach. It covers Grade 7 construction companies listed in the Construction Industry Development Board (CIDB) directory in Peninsular Malaysia. From a sample of 48 companies known to have women project managers, only 15 responses were received. Based on the responses, only five agreed to be interviewed. Descriptive analysis reveals that the employment of female project managers is based on merit, which is closely associated (in ranking) with their experience, skills, personal attributes, and level of education. Moreover, male and female project managers in the construction industry are assumed to possess equal capability. This study contributes to the extension of knowledge on the equal employment opportunity practiced in construction companies in Malaysia.

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Section: Discussionsupporting

confidence: 52%

Section: Liberal Feminist Theorymentioning

confidence: 97%

Section: Introductionmentioning

confidence: 95%

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Assessing the Capability of Women Construction Project Managers Based on Liberal Feminist Theory

Jaafar¹,

Othman²

2013

International Journal of Construction Management

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“…The remedial work includes individual and collective strategies undertaken by both women and men to restore a (gender) order disturbed by women stepping out of their feminine position. Women who enter jobs traditionally undertaken by men constantly define and redefine, construct and reconstruct their gender identities to accommodate the interwoven gender regimes of workplaces and home (Brewis and Linstead, 1999;Fournier and Keleman, 2001;Grant and Porter, 1994). Women become discrete and invisible, ask permission before speaking and avoid assertiveness so as to repair the damage done by their 'infringement of the symbolic order of gender' (Gherardi, 1995, p. 141).…”

Section: On Conferences and Genderingmentioning

confidence: 99%

Get Back into that Kitchen, Woman: Management Conferences and the Making of the Female Professional Worker

Ford

Harding

2010

Gender Work & Organization

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Conferences are a little studied aspect of working lives. In this article we explore how management conferences contribute to the continuing imbalance of power between men and women in management. We analyse data gathered from a reflexive ethnographic study of a management conference. We show that women arrive at conferences as knowing subjects, able easily to occupy the subject position of conference participant, but they are then subjected to processes of infantilization and seduction. They are made to feel scared and are given the order, as were their mothers and grandmothers: get back to the kitchen. We avoid using a theoretical explanation for these findings, preferring to offer them without much explanation, for we favour instead a political approach, and we use the findings as a way of making a call to arms to change the ways in which conferences are hostile to women.

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“…Social role theory predicts that women in masculine domains will face a 'lack of fit' between the prescriptive feminine traits, and the masculine traits associated with success in male-typed domains. While leadership theory has been criticized for gender blindness (Brewis & Linstead, 2009), a women's leadership model may create new frameworks (Figure 1). This model provides an outline of barriers-or glass ceilings-within the realm of social psychology that women encounter in leadership positions in male-type professions .…”

Section: Gendered Leadership Within Social Rolesmentioning

confidence: 99%

Deconstructing Women’s Leadership: Those Who Laugh Last

Isaac

2018

Int. J. Human. Soc. Sci. Res.

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There is much research that illustrates the "glass ceiling" effect for women in elite leadership positions. Examining female academic chairs' leadership in a male domain provides insight into leadership practices. The author interviewed three female clinical chairs and integrated the findings into a women's leadership model. Deconstructive thematic analysis of the subsequent text gathered systematic and in-depth information about this case at a U.S. top-tier academic medical center. A deconstructive view suggests that women leaders will be both masculine and feminine, that gender is not an issue although issues were identified by their laughter, that communal behavior may be considered a weakness but became their strength, and that threat may be "in the air" but not noticed. All three female chairs simultaneously accommodated and resisted constructs within the literature. All the barriers described in a model of women's leadership were dismantled by these successful women chairs.

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Gender and management

Cited by 11 publications

References 58 publications

Assessing the Capability of Women Construction Project Managers Based on Liberal Feminist Theory

Assessing the Capability of Women Construction Project Managers Based on Liberal Feminist Theory

Get Back into that Kitchen, Woman: Management Conferences and the Making of the Female Professional Worker

Deconstructing Women’s Leadership: Those Who Laugh Last

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