Gender and Women's Leadership: A Reference Handbook

O'Connor, Karen

doi:10.4135/9781412979344

Cited by 23 publications

(11 citation statements)

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“…Instead, empirical research on the 'female leadership advantage' has revealed a complex reality of contextually specific genderrelated advantage and disadvantage (Eagly, 2007;Eagly and Carli, 2003;Vecchio, 2002). An operationalization of feminine traits as market-valued competencies unique to women reiterates neatly circumscribed gender roles and patriarchal divisions of labour (Calás and Smircich, 1993;Fletcher, 2002;Fine, 2009) and covertly sustains existing gender regimes (Ely and Rhode, 2010;O'Connor, 2010). The findings presented here trouble the binding of feminine-woman-leader, and illustrate how a critical study of femininity which is attentive to multiplicity can move 'beyond a simple story of subordination, sexualisation, objectification, and superficial narcissism' (Dahl, 2012: 62).…”

Section: Leadership Women's Leadership and Femininitymentioning

confidence: 99%

“…Women's leadership, whether used to designate a numerical mass, a model of leadership, or a social phenomenon, has been pointed to as an indicator of gender equality promotion across institutional spheres. This is evident in the proliferation of seminars, courses, institutes, and resources on the topic over the past two decades (O'Connor, 2010). However, using 'women's leadership' as an equality marker risks creating something of an equality mirage whereby the mere presence of women in leadership positions is equated with substantive representation of the interests of the broader social category (Childs and Krook, 2008: 726).…”

Section: Introductionmentioning

confidence: 99%

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(Not) just a girl: Reworking femininity through women’s leadership in Europe

Enderstein

2018

European Journal of Women's Studies

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This article applies a critical femininities perspective to the concept of women's leadership, interrogating the market-oriented instrumentalization of femininity. The author presents empirical research consisting of in-depth interviews conducted with young women leaders in European student organizations. These participants juggle complicity and subversion as they negotiate the divergent expectations of femininity and leadership through interpersonal interactions and sociocultural positionalities. In these narratives the themes of social responsibility, difference, femininity, culture and embodiment are interlaced. The analysis of findings complicates monolithic interpretations of femininity by evidencing intra-categorical fracturing, multiplicity in locations and manifestations of femininities, conflicting attachments and affective relations to femininity, and broader geopolitical contextualization. This theoretically and practically challenges tropes of hegemonic femininity, and presents opportunities for resistance. On this basis the author argues for countering the feminist trouble of engaging with non-transgressive femininity from within strongly normative spaces in the development of critical femininity studies.

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Section: Leadership Women's Leadership and Femininitymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

(Not) just a girl: Reworking femininity through women’s leadership in Europe

Enderstein

2018

European Journal of Women's Studies

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“…In fact, the most recent literature indicates a tendency to lead with a much more female style (Arar, 2012;Brandt and Laiho, 2013),which have renewed the interest among scholars for studying gender principles and how they may influence the approaches of leadership (Andersen and Hasson, 2011;Mavin and Grandy, 2012;Mensi-Klarbach, 2014: Trinidad andNormore, 2006)This, put in a neutral language, is explained in terms of adopting approaches more concerned with the person of the leader -self-leadership or authentic leadership (D'Intino et al, 2007;Yagil and Medler-Liraz, 2014)-, and the emotional processes that she or hedrives to the creation of lastrelations within and outside the organizations -transformational or servantleadership (Barbuto et al, 2014;Greenleaf, 1970;Lord and Brown, 2004;Schneider and George, 2011;Smith et al, 2004). Nonetheless, inspite of the recommendations about the current importance of female qualities to lead teams and organizations, there is still a considerable gap in organizations led by women as in leadership literature addressing issues of gender (Kezar and Lester, 2009;O'Connor, 2010;Sandberg, 2013;Werhane and Painter-Morland, 2011).…”

Section: Introductionmentioning

confidence: 99%

Leading self, teams and organizations from a female perspective: An exploration of the women leaders journey

Toledano¹,

Karanda²

2014

Afr. J. Bus. Manage.

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This paper seeks to capture the characteristics that prevail in the leadership styles of women leaders paying special attention to their individual leaders' journeys. The study reviews the theoretical models of leadership and feminist theory that are particularly pertinent from the discussion of women leadership. A narrative approach is adopted for analyzing two women leaders' journeys-Mary Kay and Mother Teresa-who succeeded in very different contexts. The stories exemplify some of the most important attributes that have been highlighted to play a focal role in current leadership research. The findings suggest that women lead teams and organizations through an authentic leadership and a genuine position of service, once they have become masters in self-leadership.

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“…The impact of the social context to a person is huge, the social awareness, customs and habits will be deep affect a person's growth. As mentioned by Connor, K (2010), there are three ways to promote women leadership from social environment level:…”

Section: Recommendation For Social Environment Levelmentioning

confidence: 99%

The Antecedents of Women Leadership in SMEs: The Malaysian Senior Female Managerial Perspective

Husain¹,

Xiao²

2016

IJBM

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Leadership emphasis on leader abilities, personality traits, influence of relationships, cognitive versus emotional orientation and individual versus collective interests (Deanne & Hartog, 2001).With the accelerate development of human civilization, women began playing indispensable leading roles in different social realm, particularly in business, society and political area. With women began playing increasing significant leading roles currently, it raised the influence of women's leadership in organization.In this study, through the full research of female leaders and the influential factors of women leadership, by analysing the of female leaders and through the deep assessment of women leadership, it summarized the existing achievements made by female leaders, pointed out the common problem existed in women leadership as well, and found out the relationship between leadership effectiveness of female leaders and women leadership. In general, this study summed up the dimensions of leadership effectiveness of female leaders, then concluded how these dimensions influenced on female leaders in middle management level. This research will be conducted on the basis of women senior managers in SMEs in Kuala Lumpur.

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Gender and Women's Leadership: A Reference Handbook

Cited by 23 publications

References 0 publications

(Not) just a girl: Reworking femininity through women’s leadership in Europe

(Not) just a girl: Reworking femininity through women’s leadership in Europe

Leading self, teams and organizations from a female perspective: An exploration of the women leaders journey

The Antecedents of Women Leadership in SMEs: The Malaysian Senior Female Managerial Perspective

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