Leadership development programmes: part of the solution or part of the problem of women’s under-representation in leadership?

Loumpourdi, Maria

doi:10.1108/gm-01-2022-0017

Cited by 5 publications

(5 citation statements)

References 51 publications

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“…Maureen emphasized that the mentoring process was key for women to obtain advanced positions and overcome the challenges and biases that come with taking on leadership roles. The lack of women mentors for participants in the present study does not support recent research on the importance of women mentors for the career advancement of women (Barkhuizen et al, 2022;Chasserio & Bacha, 2023;French & Eskridge, 2021;Loumpourdi, 2023;Maureen, 2023).…”

Section: Theme 1: Nurturing/caregivingcontrasting

confidence: 99%

Exploring the Journey and Perspectives of Women County Executives in Tennessee

Greene,

Jones,

Greene

2023

JSS

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The need for equal gender representation is crucial at local political levels. Of the 95 counties in Tennessee, only three currently have women county executives, and this representation is even less than in 2022 when five counties were led by women in the executive role. Although women account for only 19.8% of county chief executive officers nationwide, Tennessee falls well below the average with a mere 3.2% representation across all counties. The purpose of this phenomenological study was to explore and better understand the professional journeys of women county executives in Tennessee. Three themes emerged from analysis of the data: the nurturing/caregiving nature of women, the importance of political parties, and the impact on children. The study expands the current knowledge base on the career progression of elected women to help equalize women's presence in county government across the state.

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Section: Theme 1: Nurturing/caregivingcontrasting

confidence: 99%

Exploring the Journey and Perspectives of Women County Executives in Tennessee

Greene,

Jones,

Greene

2023

JSS

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“…Leadership development initiatives aim to address the underrepresentation of diverse talent in leadership positions (Loumpourdi, 2023). By identifying and nurturing potential leaders from various backgrounds, organizations create a more diverse and robust leadership pipeline.…”

Section: Inclusive Leadership and Developmentmentioning

confidence: 99%

Strategic human resource management in the 21st century: A review of trends and innovations

Azeez Jason Kess-Momoh,

Sunday Tubokirifuruar Tula,

Binaebi Gloria Bello

et al. 2024

World J. Adv. Res. Rev.

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In the dynamic landscape of the 21st century, Strategic Human Resource Management (SHRM) stands as a pivotal element for organizational success. This paper reviews the trends and innovations that characterize the evolution of SHRM in contemporary workplaces. As organizations navigate the complexities of a globalized and technologically driven environment, SHRM has witnessed a paradigm shift from a traditional administrative role to a strategic partner in achieving business objectives. The paper explores key trends, such as the integration of technology in HR processes, the rise of remote work, and the increasing importance of employee well-being in shaping SHRM strategies. Innovations in data analytics and artificial intelligence have revolutionized HR functions, enabling data-driven decision-making and predictive analytics for talent management. The paper highlights how these technological advancements have streamlined recruitment, performance management, and employee engagement, thereby enhancing the overall efficiency of SHRM practices. The emergence of remote work as a mainstream paradigm has prompted organizations to reassess traditional approaches to talent acquisition, development, and retention. Strategies for managing a dispersed workforce and fostering a cohesive organizational culture are explored, emphasizing the need for adaptability in SHRM frameworks. Moreover, the paper delves into the growing recognition of employee well-being as a critical component of SHRM. Innovations in this regard encompass initiatives promoting work-life balance, mental health support, and inclusive workplace cultures. Organizations are increasingly acknowledging that a focus on employee well-being not only enhances morale and productivity but also contributes to long-term organizational sustainability. This paper provides a comprehensive overview of the trends and innovations shaping Strategic Human Resource Management in the 21st century. It underscores the pivotal role of SHRM in navigating the complexities of the modern workplace, emphasizing the integration of technology, the impact of remote work, and the prioritization of employee well-being as key drivers in shaping strategic HR practices.

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“…Loumpourdi (2023) utilizes this framework to evaluate the merits of current LDPs and offer suggestions as to how the under-representation of women in leadership positions might be addressed moving forward.…”

Section: Barriers To Development Of Women Leadersmentioning

confidence: 99%

Increasing the number of women leaders

2023

HRMID

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Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Flaws in many leadership development programs (LDPs) hinder aims to elevate more women into leadership positions. This gender leadership gap might be more effectively reduced through a holistic approach that emphasizes greater flexibility and support and a concerted effort to address entrenched gender stereotypes and biases that serve as barriers to women's career progression. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Leadership development programmes: part of the solution or part of the problem of women’s under-representation in leadership?

Cited by 5 publications

References 51 publications

Exploring the Journey and Perspectives of Women County Executives in Tennessee

Exploring the Journey and Perspectives of Women County Executives in Tennessee

Strategic human resource management in the 21st century: A review of trends and innovations

Increasing the number of women leaders

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