Training Women for Management: New Problems, New Solutions

Larwood, Laurie; Wood, Marion M.; Inderlied, Sheila Davis

doi:10.5465/amr.1978.4305775

Cited by 26 publications

(12 citation statements)

References 26 publications

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“…Perhaps we have done things backwards in that when one knows how to perform competently, self-confidence follows (Carter, 1980). Furthermore, many management programs for women place too much emphasis on theoretical processes underlying communication and leadership, for example, rather than focusing on skill development and practice (Larwood, Wood, & Inderlied, 1978). Larwood and Powell (1981) point out that it is time to enter a new phase of research on managerial women, a phase that searches for ways to apply our findings.…”

Section: -608)mentioning

confidence: 96%

Managerial Women in Mixed Groups: Implications of Recent Research

Staley¹

1984

Group & Organization Studies

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Current research on female membership in mixed groups often reports mixed findings regarding female effectiveness. Some studies of malefemale leadership styles, for example, report no difference, some studies show a strong preference for male characteristics in a leader, and some studies find a complex interaction of variables when male-female styles are compared. Although norms, roles, stereotypes, and society itself appear to be in a state of flux, recent findings also imply positive suggestions for improving the quality and quantity of female interaction in mixed groups. The research implications reported here may be divided into three categories that may be used as a framework to develop management training curricula for women. By now it is well known that although women in the United States compose 43.5% of the work force they hold very few of the positions boasting high prestige and high pay (U.S. Department of Labor, 1983). The proportion of women holding administrative or managerial positions stood at 6.1~ as of 1978; however, most of the managerial positions comprising that percentage were entrylevel or slightly above (Baron, 1977; Patterson, 1975; in White, De Sanctis, & Crino, 1981). In fact, one source reports that at top executive levels as late as 1975, men outnumbered women 600 to 1 (Meyer, 1975).Although the rate at which women have moved into prestigious careers has been slower than predicted in the early years of the women's movement, there is evidence to suggest that such a transition is taking place. Between 1970 and 1978, for example, the rate at which women moved into managerial-administrative positions increased 16 times more rapidly than during the pre-

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Section: -608)mentioning

confidence: 96%

Managerial Women in Mixed Groups: Implications of Recent Research

Staley¹

1984

Group & Organization Studies

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“…The lack of role models is often cited as a reason for the scarcity of women in leadership positions in business. The literature suggests that part of the problem lies in the fact that women struggle to find other women in management whom they can identify with (Ely, 1994;Ibarra, 1999;Kanter, 1977;Eriksson-Zetterquist, 2008;Singh, Vinnicombe and James, 2006;Larwood, Wood and Inderlied, 1978;Mavin, 2008). The underlying rationale is that people look for role models who are like them or '(i)ndividuals tend to seek role models who are similar to them in some easily identifiable way, such as gender or race' (Quimby & DeSantis 2006: 297).…”

Section: Gendered Identification: Broadening the Concept Of Role Modelsmentioning

confidence: 99%

Gendered Identification: Between Idealization and Admiration

Kelan

Mah

2012

Proceedings

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While much of the literature on gender focuses on role models, this paper extends the understanding of gendered professional identification processes by exploring these processes through the lenses of idealization and admiration. Using the method of discourse analysis to analyse MBA students' accounts of people with whom they identify, this paper explores discourses of idealization, defined as aggrandizing a person, and of admiration, which means discussing positive as well as negative and neutral characteristics of a person. It is shown, first, that most male and female MBA students idealized the self‐made ‘authentic’ CEO or founder of an organization and, second, that women mainly admired other women through naming their positive, neutral and negative attributes. The paper thereby adds to understanding of how gendered identification processes are structured by idealization and admiration.

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“…The literature suggests that part of the problem lies in the fact that women struggle to find other women in management whom they can identify with (Ely, 1994;Ibarra, 1999;Kanter, 1977;Eriksson-Zetterquist, 2008;Singh, Vinnicombe and James, 2006;Larwood, Wood and Inderlied, 1978;Mavin, 2008). The underlying rationale is that people look for role models who are like them or '(i)ndividuals tend to seek role models who are similar to them in some easily identifiable way, such as gender or race' (Quimby & DeSantis 2006: 297).…”

Section: Gendered Identification: Broadening the Concept Of Role Modelsmentioning

confidence: 99%

Gendered Identification: Between Idealization and Admiration

Kelan

Mah

2012

British J of Management

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While much of the literature on gender focuses on role models, this article extends the understanding of gendered professional identification processes by exploring these processes through the lenses of idealization and admiration. Using the method of discourse analysis to analyse MBA students' accounts of people who they identify with, this article explores discourses of idealization, defined as aggrandising a person, and of admiration, which means to discuss positive as well as negative and neutral characteristics of a person. We show firstly that most male and female MBA students idealised the self-made 'authentic' CEO or founder of an organization. Secondly, we found that women mainly admired other women through naming their positive, neutral and negative attributes. The article thereby adds to our understanding of how gendered identification processes are structured by idealization and admiration.

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Training Women for Management: New Problems, New Solutions

Cited by 26 publications

References 26 publications

Managerial Women in Mixed Groups: Implications of Recent Research

Managerial Women in Mixed Groups: Implications of Recent Research

Gendered Identification: Between Idealization and Admiration

Gendered Identification: Between Idealization and Admiration

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