Gender differences in the development of managers: How women managers learn from experience

Velsor, Ellen Van; Hughes, Martha W.

doi:10.35613/ccl.1990.1096

Cited by 76 publications

(57 citation statements)

References 14 publications

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“…The gender of the subordinate, the focus of the present study, may also influence delegation processes Van Velsor and Hughes, 1990) both indirectly and directly. Indirectly, for instance, because the supervisors' gender and the gender of their subordinates may affect the supervisors' perceptions of similarity, the development of LMX relationships and evaluations of subordinates' job performance (Tsui and O'Reilly, 1989).…”

Section: The Assignment Of Challenging Tasksmentioning

confidence: 96%

“…Likewise, Bray et al (1974) showed that the job challenge individuals had in their first years on a job was related to their management level 8 years later. Van Velsor and Hughes (1990) and Thompson (1997, 2000) furthermore showed that both male and female senior managers felt that challenging job experiences had had a significant impact on their career achievements.…”

Section: Challenging Job Experiencesmentioning

confidence: 99%

“…Hypothesis 1: Women have fewer challenging job experiences than men have Researchers who report gender differences in challenging experiences tend to explain this by discriminatory structures and processes in organizations Van Velsor and Hughes, 1990), stating that women 'are denied access to some important developmental opportunities' (Ohlott et al, 1994, p. 50). These authors assumed that gender differences in challenging experiences were a consequence of the differential assignment of tasks by supervisors, but did not address this proposition empirically.…”

Section: Gender Differences In Challenging Job Experiencesmentioning

confidence: 99%

“…Challenging experiences refer to situations in which existing tactics and routines are inadequate and new ways of dealing with the situation are required (Davies and Easterby-Smith, 1984). Both male and female managers consider challenging assignments pivotal for career advancement (Ragins et al, 1998;Van Velsor and Hughes, 1990). However, it is unclear whether men and women encounter the same amount of challenge, because few empirical studies have explored gender differences in challenging job experiences.…”

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confidence: 99%

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Gender Differences in Job Challenge: A Matter of Task Allocation

Pater

Vianen

Bechtoldt

2010

Gender Work & Organization

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Challenging job experiences are considered important prerequisites for management development and career success. Several researchers have suggested that women are given fewer challenging assignments than their male colleagues. To test this idea we performed two studies. The first examined possible gender differences in challenging job experiences at middle job levels. The results indicated that female employees had fewer challenging experiences in their jobs than their male counterparts. The second explored the proposition that differential assignment of challenging tasks to male and female subordinates underlies gender differences in job challenge. The results indeed suggest that supervisors' task allocation decisions are not gender-blind and may result in women having fewer challenging job experiences than men.

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Section: The Assignment Of Challenging Tasksmentioning

confidence: 96%

Section: Challenging Job Experiencesmentioning

confidence: 99%

Section: Gender Differences In Challenging Job Experiencesmentioning

confidence: 99%

mentioning

confidence: 99%

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Gender Differences in Job Challenge: A Matter of Task Allocation

Pater

Vianen

Bechtoldt

2010

Gender Work & Organization

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“…In addition, decision-makers can assess whether they are providing managers with a breadth of challenges over their careers. In particular, organizations should monitor the developmental track records of women and minorities (Borwick, 1992; National Academy of Public Administration, 1992), because succession plans are less successful in advancing these groups of managers than in advancing white males (Curtis & Russell, 1993), and limited variety in developmental assignments is one explanation for the career blocks experienced more frequently among these managers Van Velsor & Hughes, 1990).…”

Section: Tracking Developmental Assignmentsmentioning

confidence: 99%

Linking management selection and development through stretch assignments

McCauley

Eastman²,

Ohlott

1995

Human Resource Management

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This article provides a framework and suggests strategies for incorporating management development considerations into selection processes. Components of developmental jobs which were derived from studies of on‐the‐job learning are described first. How various managerial jobs differ in terms of developmental components and learning outcomes is illustrated with data from the Developmental Challenge Profile. Next, how the developmental challenge framework can be used in a selection context to assess the type and degree of “stretch” a job candidate might experience in an assignment is examined. Additional issues to consider in providing developmental assignments to individuals and in enhancing the development emphasis of succession planning systems are discussed. © 1995 by John Wiley & Sons, Inc.

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