Reimagining Leadership for Millennial Women: Perspectives Across Generations

DeFrank-Cole, Lisa; Tan, Sherylle J.

doi:10.1002/jls.21502

Cited by 7 publications

(13 citation statements)

References 2 publications

(2 reference statements)

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“…Most studies of leadership, especially those published in high ranking journals, such as Leadership Quarterly, were based on research from the U.S. (Zhang et al, 2012). When the understanding of leadership is predicated on limited Western views, women are disadvantaged (DeFrank-Cole & Tan, 2022). "Women's leadership, for example, has been hidden beneath traditional and largely gendered words for leadership, such as 'king', 'master' and 'chairman', which refer exclusively to men" (Schedlitzki et al, 2017, p. 238).…”

Section: Leadership Conceptualizations Based On Male Prototypes From ...mentioning

confidence: 99%

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Gender and leadership: what it is, what it was, and where it's going

DeFrank-Cole¹,

Tan²

2023

A Research Agenda for Gender and Leadership

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This chapter is introducing readers to A Research Agenda for Gender andLeadership during a momentous time -one where language is evolving quickly, there is ambiguity in how to speak without offending, and our feelings about identity -and who should lead -may feel destabilizing. We are in a time of transition where it is easy to get upset at the long history of inequity while simultaneously trying to build a world where all voices are heard. We may feel like we are walking on eggshells -not wanting to hurt those we do not understand. All of these unsettling feelings are valuable because it means we are learning. It is a rare event that education is totally comfortable -where we consume new ideas, swallow them whole, and have no problem with digestion. A level of vulnerability is necessary for leadership and change.As editors, we invite you into this discussion about gender and leadership knowing that the issues are not settled. We ask that readers contemplate the ideas in this volume with kindness and grace, to debate and disagree, and to do so with the loving aim of moving our field forward. You will not find answers to all of your questions in the pages that follow, but you will find the best thinking by leading scholars from around the world. These are not final views, but our greatest efforts at this moment in time, to understand more about gender and how it relates to leadership. This is the cutting edge where we will learn more together rather than condemning each other for offering a new perspective. Welcome to the conversation -it's not for the faint of heart! * * *We see the term gender all the time: on applications and surveys, we are told to 'check the box' for male or female; in news articles we read information about the gender pay gap; and we are encouraged to be gender inclusive in academic writing. The American Psychological Association (APA), in its Publication Manual (2020), instructs writers to use the most inclusive pronouns and

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Section: Leadership Conceptualizations Based On Male Prototypes From ...mentioning

confidence: 99%

“…Most researchers distinguish between sex and gender by noting that sex is biological and gender is socially constructed (Bem, 1974). Leadership is often conceptualized as influencing others and making a difference (DeFrank-Cole & Tan, 2022). Yet, leadership is also a social construction with no agreed upon definition (Dugan, 2017).…”

mentioning

confidence: 99%

Gender and leadership: what it is, what it was, and where it's going

DeFrank-Cole¹,

Tan²

2023

A Research Agenda for Gender and Leadership

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“…the table, and want to participate in more inclusive organizational structures (Penney, 2011). Moving beyond the view of gender as pre-determinant of leadership behaviors or competencies (Dzubinski & Diehl, 2018), millennials across the gender identity spectrum are galvanizing change in leadership practice to be more people-centric, gender-neutral and more inclusive of intersectional lived experience, priorities that, if undertaken, will help to reinvent conceptions of transformative leadership for future generations (DeFrank & Tan, 2017).…”

Section: Leadership Development Through Anmentioning

confidence: 99%

“…Male athletes are similarly influential with their peers and can be effective role models in the prevention of gender violence on college campuses (Katz, 1995), while female intercollegiate athletes report using their leadership abilities to challenge prejudice and discrimination, and champion diversity and inclusion (Fuller et al, 2018). Across peer groups, younger-particularly millennial-women and men similarly look for leadership opportunities that are both meaningful and uphold their personal values (DeFrank-Cole & Tan, 2017). Yet more research is needed on leadership opportunities for current Gen Z college-age adults, as well as the leadership education potential of feminist-inspired gender violence prevention work within and across specific student peer groups.…”

Section: Student Identities and Leadership Developmentmentioning

confidence: 99%

GENDER VIOLENCE PREVENTION AS LEADERSHIP EDUCATION: Feminist-Inspired Bystander Training for College Student Leaders

Eriksen¹

2021

Journal of Leadership Education

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This exploratory study examined the leadership education potential of sexual assault prevention training via a prevention approach that expressly constructs bystander education as a leadership issue. Evaluation of the Mentors in Violence Prevention (MVP) program offers a practical application of a leadership education approach through a feminist lens, a framework recently advocated by Iverson, McKenzie, and Halman (2019) to better prepare student leaders for active engagement with the central social issues of their time. After undergoing one-day MVP leadership trainings, student leaders (n = 239) evidenced positive gains in such areas as leadership readiness in gender violence prevention, confidence as bystanders, and a willingness to help others. Results also suggest that participants' prior knowledge, leadership background, and peer group membership shaped their engagement with the program. As a feminist method, MVP worked well for both women and men and across students' varying racial/ethnic identities, but differences by peer group reveal areas in which additional research and intervention programming may be needed.

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“…There is, however, another side to the Millennials, as they look for meaning, challenge, and flexibility in their work, they have an ambition to change conventional norms (Gursoy et al, 2013). Some would argue that this is a typical trait of the young, indeed it is, but it seems to be a more defining characteristic of the Millennial generation than those before them, and it looks like it is going to last (DeFrank-Cole & Tan, 2017). We can expect that this ambition to challenge norms will have an impact on working life in many countries around the world.…”

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confidence: 99%