New job, new millennium, “same deal” for women managers

Abstract

Presents the findings of a survey by means of structured questionnaire, interviews and discussions with students on the Returners into Enterprise programme at Middlesex University. Attempts to discover the key issues relevant to women at work, particularly in management. Considers areas such as pay, gender disparity, age and family responsibilities before considering ways to over come these obstacles.

Is the glass ceiling kept in place in Sudan? Gendered dilemma of the work‐life balance

“…These findings support the results of some studies in the western literature which have similarly revealed that female managers give the first priority to their families and that their jobs are important but are put second (Baldiga, 2005;Segal, 2005;Valentova, 2005;Crompton and Le Feuvre, 2003;Liu and Wilson, 2001;Tharenou, 1999;Knight, 1994;Marshall, 1993;O'Leary and Ickovics, 1992).…”

“…If we compare married female managers with children to those with no children the interest in and commitment to the family are somewhat different. For married females with children first priority tends to be given to their families (Baldiga, 2005;Segal, 2005;Valentova, 2005;Crompton and Le Feuvre, 2003;Liu and Wilson, 2001;Marshall, 1993) Since, female managers experience higher level of conflict they are driven to strike a balance between their conflicting roles (Gatta and Roos, 2004;Rosener, 1990). It is postulated that there are two trends available for them.…”

“…One point of view argues that, when women are confront with such a conflict, they have no hesitation in putting their families first (Baldiga, 2005;Segal, 2005;Valentova, 2005;Crompton and Le Feuvre, 2003;Liu and Wilson, 2001). This is justified by the fact that a woman manager when becoming a mother develops strong emotions towards her baby, which, in turn, causes a change in her priorities and working life as a whole (Knight, 1994).…”

“…However, since the 1970s there has been a tendency among women managers towards carrying out multiple roles simultaneously. These changes are attributed primarily to changes in family forms and to the changes in partners' attitudes towards sharing family responsibilities (Liu and Wilson, 2001).…”

Gender, Nationality and Leadership Style: A Literature Review

“…(a "structured questionnaire" and this was followed up with semi-structured "personal interviews" and "focus group discussions") All four issues have created a barrier to women's development in the business world; these issues can therefore be deemed endemic to women's lives and indeed their careers Goodman, et al 2003 To investigate variables that differentiate work establishments that have women in top management positions from those that do not (Georgia) Data used from other survey Women are more likely to occupy top management ranks in establishments that have more lower level management positions filled by women, have a higher management turnover, have lower average management salary levels, place greater emphasis on development and promotion of employees, and operate in non-manufacturing industries Bartol, et al 2003 To test if gender norms may partially account for the leadership behavior of female leaders; to explore possible ethnic influences on leadership behavior (USA from the context) The barriers identified by research within this group range from perception (Jain & Mukherji, 2010) to cultural conflict, gender discrimination, and stereotyping (Kattara, 2005;Liu & Wilson, 2001). The geographical coverage of research in this field is wide: Egypt, Georgia, India, UK, and USA.…”