Interviews: Linking Leadership Theory to Practice

Smith, Deborah N.; Roebuck, Deborah Britt

doi:10.12806/v9/i2/ab2

Cited by 8 publications

(5 citation statements)

References 12 publications

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“…we encountered a mixed response of both "yes" and "no" that seemed to be situational. The "yes" responses support the findings of Smith, Roebuck, and Maendler's (2013) study that found younger aged women frequently answered 'yes' to the question of women supporting each other, while women in the older age brackets tended to use clarifying terms such as 'depends.' The "no" responses in this study continues to support the work of other research that suggests women in top leadership positions may resort to undermining tactics instead of supporting other women who follow in their footsteps (Hoyt & Simon, 2011;Rodgers-Healy, 2003;Roebuck & Smith, 2011).…”

Section: ) Andsupporting

confidence: 74%

Cross-Generational Perspectives on Work-Life Balance and its Impact on Women's Opportunities for Leadership in the Workplace

Roebuck¹,

Smith²,

Haddaoui³

2017

Advancing Women in Leadership Journal

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This qualitative study focuses on how women of three different generations, Generation Y, Generation X and Baby Boomers, view the concept of work-life balance and what relationship these views have to their attainment of workplace leadership positions. Work-life balance was defined differently across the three generations, but the generational lines faded as most women reported struggling with finding a balance. Some women conveyed choosing not to pursue high-level leadership positions as the personal cost was too high. Those who had obtained high-level leadership positions shared what types of support were most effective in helping them juggle personal and professional obligations. A general theory became apparent; the answer for women may not be balancing, but rather integrating work-life commitments.

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Section: ) Andsupporting

confidence: 74%

Cross-Generational Perspectives on Work-Life Balance and its Impact on Women's Opportunities for Leadership in the Workplace

Roebuck¹,

Smith²,

Haddaoui³

2017

Advancing Women in Leadership Journal

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“…As one cycle ends, the last phase (i.e., active experimentation) then becomes the first phase (i.e., concrete experience) for the next cycle. Despite the comprehensive nature of the model, many learning journal assignments focus only on the first two phases while neglecting the last two (Smith & Roebuck, 2010). Daudelin and Hall (1997) suggest that to capitalize on the insights gained from reflective assignments, students should be required to determine how they will use new ideas at work and describe the potential implications of applying the new ideas.…”

Section: Introductionmentioning

confidence: 99%

The Learning Journal Bridge: From Classroom Concepts to Leadership Practices

Maellaro¹

2013

Journal of Leadership Education

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The value of reflective writing assignments as learning tools for business students has been well-established. While the management education literature includes numerous examples of such assignments that are based on Kolb's (1984) experiential learning model, many of them engage only the first two phases of the model. When students do not move through the complete model, they are less likely to take what they learn from the classroom to the workplace. This article describes a graduate learning journal assignment that incorporates all phases of Kolb's model. The assignment's success in creating a bridge between simply learning about leadership and actually putting leadership knowledge into practice is grounded in three learning theories.

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“…In response to research findings, many organizations created women's networking sessions, mentoring programs, flex schedules, resource centers, and/or leadership development programs (Clark, 2011;Foust-Cummings, Dinolfo, & Kohler, 2011;Jyothi & Jyothi, 2012;Linehan & Scullion, 2008;Pyrillis, 2011;Singh, Vinnicombe & Kumra, 2006). Overall women have made substantial gains in education and wage earnings (Slaughter, 2012), yet despite wellintentioned and sometimes successful organizational efforts, women are still underrepresented in senior leadership roles (Carter & Silva, 2010;Eagly & Carli, 2007;Howard & Wellins, 2009;Kellerman & Rhode, 2007;Roebuck & Smith, 2011;Smith, Roebuck, & Maendler, 2013;Sandberg, 2013;The White House Project, 2009).…”

Section: Introductionmentioning

confidence: 99%

Women Leaders and Narratives: The Power of Reflecting on Purpose and Career

Smith

Suby-Long

2019

Advancing Women in Leadership Journal

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This qualitative study explored ten women leaders' perspectives about the processes associated with constructing their leadership and purpose stories or narratives. The study participants first wrote, and then talked about their stories in a semi-structured interview. An overarching theme emerged from the data - narrative sharing was a challenging, yet beneficial process for the participants. Three sub-themes also emerged from the collective narratives. First, the process of reflection helped women identify times when their actions and decisions were purposeful, even though they may not have recognized it at the time. Second, reflection on purpose led participants to a clearer identification and articulation of leadership philosophy. Third, citing that sharing their narratives helped them identify times of leadership authenticity, participants indicated they intended to use similar practices to make current and future leadership/career decisions. Recommendations are included for organizations, educational institutions, and individuals who are interested in using narrative sharing as a leadership development tool.

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Interviews: Linking Leadership Theory to Practice

Cited by 8 publications

References 12 publications

Cross-Generational Perspectives on Work-Life Balance and its Impact on Women's Opportunities for Leadership in the Workplace

Cross-Generational Perspectives on Work-Life Balance and its Impact on Women's Opportunities for Leadership in the Workplace

The Learning Journal Bridge: From Classroom Concepts to Leadership Practices

Women Leaders and Narratives: The Power of Reflecting on Purpose and Career

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