In the Company of Women: The Well-Being Consequences of Working with (and for) Other Women

Kulik, Carol T.; Metz, Isabel; Gould, Jill A.

doi:10.1007/978-94-017-9897-6_12

Cited by 8 publications

(11 citation statements)

References 139 publications

(174 reference statements)

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“…However, a woman who has achieved a high‐status role, such as a board member, may not support other women seeking senior roles (L. E. Cohen et al, ; Duguid, ; Kulik, Metz, & Gould, ). Senior women may experience significant pressure in high‐status groups, especially when gender salience is high, the case when they are in the minority.…”

Section: The Trickle‐down Effectmentioning

confidence: 99%

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Trickle‐down effect: The impact of female board members on executive gender diversity

Gould

Kulik

Sardeshmukh

2018

Human Resource Management

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Female representation at senior organizational levels lags well behind male representation. We investigate whether there is a positive nonlinear relationship between female board representation and female executive representation: the trickle‐down effect. We investigated 1,387 organizations listed on the Australian Securities Exchange between 2003 and 2012 and found the hypothesized nonlinear trickle‐down effect operating between board and executive levels. The trickle‐down effect was strongest after 1 year but still significant after 5 years. We investigated two potential moderators of the effect: organization size and gender diversity recommendations. There was no moderating effect of organization size, but contrary to expectations, gender diversity recommendations slowed the trickle‐down effect. Our findings suggest that organizations can address the paucity of women at senior organizational levels by starting at the top. Specifically, organizations making multiple appointments of female board members should expect improvements in female executive representation. However, the signaling and advocacy opportunities afforded by female board appointments may be less potent in the context of external interventions. Our findings contribute to the ongoing policy debate about the value of regulatory interventions to increase female representation at senior organizational levels and highlight the need for research on the unintended consequences of these interventions across national contexts.

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Section: The Trickle‐down Effectmentioning

confidence: 99%

“…However, a woman who has achieved a high-status role, such as a board member, may not support other women seeking senior roles (L. E. Cohen et al, 1998;Duguid, 2011;Kulik, Metz, & Gould, 2015).…”

Section: When a Trickle-down Effect Will And Will Not Occurmentioning

confidence: 99%

Trickle‐down effect: The impact of female board members on executive gender diversity

Gould

Kulik

Sardeshmukh

2018

Human Resource Management

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“…The strength of the trickle-down effect may depend on the level of female representation at executive level. There are significant pressures on women who have achieved positions in high-status groups, such as executive groups, which reduce their propensity to support other women into senior roles (Cohen, Broschak and Haveman 1998;Duguid 2011;Kulik, Metz and Gould 2016). This pressure is particularly strong when gender salience is high; when women are in the minority, their gender is a visible demographic characteristic in a male-dominated group.…”

Section: When a Trickle-down Effect Will Not Occurmentioning

confidence: 99%

Gender diversity from the top: the trickle‐down effect in the Australian public sector

Gould

Kulik

Sardeshmukh

2017

Asia Pac J Human Res

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Organisational strategies to achieve gender diversity have tended to focus on ‘bottom‐up’ approaches such as mentoring or leadership training. We investigate an alternative ‘top‐down’ approach: the trickle‐down effect. We integrate theories from the psychology and management literatures to hypothesise a positive relationship between female representation at two levels. Data from 20 departments in an Australian public service were collected for the period 2002–2012. Female executive representation in 1 year had a positive impact on female representation in the executive feeder group in the following year. The trickle‐down effect was strongest in the first 2 years, but still significant after 5 years. We investigated two moderators, department size and gender diversity target. The effect was stronger in large departments. Surprisingly, the gender diversity target strengthened the trickle‐down effect only when female executive representation was under 15%. Our finding of a trickle‐down effect suggests public sector departments should consider appointing women to senior roles as a top‐down strategy for increasing organisational gender diversity.

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“…If you desire the benefits of being a mentor but are not sure where to start, here are a few tips (Table 4) (25)(26)(27)(28)(29)(30)(31). First, no matter how far along you are in your career, you can mentor others.…”

Section: Tips For the Mentormentioning

confidence: 99%

“…If you are looking for ways to grow and improve in your career, seek a mentor (25)(26)(27)(28)(29)(30)(31). One great way to find a formal mentoring opportunity is to become involved in your professional society, as the many opportunities for growth Value your mentor's time.…”

Section: Tips For the Menteementioning

confidence: 99%

Mentoring and the Nuclear Medicine Technologist

Burrell

2018

J. Nucl. Med. Technol.

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Mentoring has a rich tradition throughout history. Capable instructors and experienced nuclear medicine technologists guide the path of the new trainee, with success being determined by the quality of the mentorship that takes place. This article provides an overview of mentoring for nuclear medicine technologists, including what it is, how it can work, and what benefits it may provide. Advice on improved application of mentoring is also presented.

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In the Company of Women: The Well-Being Consequences of Working with (and for) Other Women

Cited by 8 publications

References 139 publications

Trickle‐down effect: The impact of female board members on executive gender diversity

Trickle‐down effect: The impact of female board members on executive gender diversity

Gender diversity from the top: the trickle‐down effect in the Australian public sector

Mentoring and the Nuclear Medicine Technologist

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