The queen bee: A myth? The effect of top-level female leadership on subordinate females

Arvate, Paulo Roberto; Galilea, Gisele Walczak; Todescat, Isabela

doi:10.1016/j.leaqua.2018.03.002

Cited by 147 publications

(111 citation statements)

References 51 publications

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“…Without involving the "queen bee syndrome" [73], we note that this behavior of the deans reflects a model of understanding the role of women in Romanian universities, in a similar approach of the one manifested by the rectors.…”

Section: Gender Propensity In Appointing the Vice-deans (Vds)mentioning

confidence: 83%

Gender Parity within the Gender—Sustainability Paradigm: A Case Study on Management Structures of the Romanian Academia

et al. 2020

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Our study proposes a Romanian national perspective of the gender–sustainability paradigm in higher education under the Sustainable Development Goal 5 (SDG5) approach. The starting point is the interlinkage of the two concepts, gender parity and sustainability, depicted on a fundamental societal domain. Data collection was completed following a census approach, resulting in staffing data on 47 Romanian state-owned universities. Data collected envisaged the tenure teaching staff, divided into two gender groups; the count was focused on executive roles and collective managerial elected bodies for the 2015–2019 mandate. The gender situation was analyzed quantitatively by the number of teaching staff, their gender structure, and their representation in the executive functions and collective decision-making bodies. We calculated gender indexes and used statistical correlation coefficients to explain the relations between the different categories of personnel and their influence on establishing the management structures. The results of the gender configuration analysis were further associated with the latest national meta-ranking of Romanian universities. Our findings show that Romanian universities demonstrate sustainability under SDG5 through their institutional capacity to use either feminine majorities or a statistically detected pro-female voting propensity in order to construct optimally gendered management structures through vote only.

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Section: Gender Propensity In Appointing the Vice-deans (Vds)mentioning

confidence: 83%

Gender Parity within the Gender—Sustainability Paradigm: A Case Study on Management Structures of the Romanian Academia

et al. 2020

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“…Many of these scholars have suggested that women have not achieved equal workplace success with men in part because women (primarily women in leadership positions) supposedly undermine each other at work (Derks, Ellemers, Van Laar, & de Groot, ; Derks, Van Laar, & Ellemers, ; Derks, Van Laar, Ellemers, & de Groot, ; Ellemers, Heuvel, Gilder, Maass, & Bonvini, ; Johnson & Mathur‐Helm, ; Mavin, , ). Some of this research acknowledged that organizational context and gender inequality can contribute to women's lack of support for other women, but it often assumes that women are their own worst enemies at work (for an exception, see Arvate, Galilea, & Todescat, ). We suggest that sociologists conduct more research on how gender stereotypes can undermine women's solidarity at work.…”

Section: Negative Stereotypes About Womenmentioning

confidence: 99%

Women's relationships with women at work: Barriers to solidarity

Webber

Giuffre

2019

Sociology Compass

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Voluminous scholarship documents the wage gap, occupational segregation, sexual harassment, and other forms of gender inequality at work. Few sociological studies explore women's work relationships with other women. Our article summarizes existing research from several disciplines on women's working relationships with other women. Specifically, three themes about the conditions of work emerge that discourage women's support for other women: (a) negative stereotypes about women, (b) lack of recognition of gender inequality, and (c) the devaluation of women's relationships, groups, and networks. We assert that these conditions reinforce essentialized notions of women, ignore larger structural inequalities at work, and cast women as the primary culprit in perpetuating gender inequality at work. We conclude with promising areas for future research on women's working relationships with other women.

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“…On the other hand, the research conducted in Brazil on the influence of female leadership on gender differences in public and private organizations proved that in communes where a woman had been elected to be a leader there was an increase in the number of women in the top and medium positions in public organizations (in comparison with communes with male leaders). The research results prove that women who have significant freedom in management act in a friendly manner towards women who are their subordinates (Arvate et al, 2018).…”

Section: The "Glass-ceiling" Issuesmentioning

confidence: 68%

Women in Management – Future Research Directions

Bugdol¹,

Pokrzywa²

2019

IJCM

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Background. Gender is an important element regarding women's (and men's) situation in organizations. Numerous research studies indicate that women have the required competences and yet they hold positions, in particular top managerial positions, definitely less frequently than men. These differences can be explained by the still existing phenomenon of the glass ceiling and discrimination against women. In addition, knowledge about effective methods of preventing discrimination against women and their importance for the functioning of the organization is little. Research aims. The objective of this paper was to identify the dominant trends in research on women in organizational management. On the basis of the grouped results of the conducted literature review, the authors outlined new research directions which had previously been absent from, or attracted little attention in, the existing discourse. Methodology. The main method applied by the authors was systematic literature review and the principles of research conducted in the fields of management and business (Creswell, 2013; Easterby-Smith, Thorne & Jackson, 2015). Key findings. The authors indicated various possibilities of conducting research on women in management. For example, studies on the glass ceiling effect do not explain differences between the conduct of organizations with a long-term orientation and those pursuing short-term objectives. As far as financial benefits are concerned, it is not clear what causes organizations whose management boards include women to achieve better financial results and how such results are influenced by the external context. With respect to preventing discrimination, an important task is to grasp the differences between the strength of prosocial behaviours and training/procedures. There are also many research directions that should be further developed, e.g. differences between women and men in the manifestation of counterproductive and citizenship behaviours.

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The queen bee: A myth? The effect of top-level female leadership on subordinate females

Cited by 147 publications

References 51 publications

Gender Parity within the Gender—Sustainability Paradigm: A Case Study on Management Structures of the Romanian Academia

Gender Parity within the Gender—Sustainability Paradigm: A Case Study on Management Structures of the Romanian Academia

Women's relationships with women at work: Barriers to solidarity

Women in Management – Future Research Directions

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