Training Women for Management: New Problems, New Solutions

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

doi:10.2307/257547

Cited by 7 publications

(4 citation statements)

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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 with whom they can identify (Ely, 1994;Eriksson-Zetterquist, 2008;Ibarra, 1999;Kanter, 1977;Larwood, Wood and Inderlied, 1978;Mavin, 2008;Singh, Vinnicombe and James, 2006). 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 and DeSantis 2006, p. 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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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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“…Feminists pointed out the problematic nature of male domination in organizations and brought forward accusations of sex discrimination and differential treatment of women in areas like selection and hiring, remuneration, promotion, policies, employee development, etc. [24]. Still, feminist scholars were interested only to a limited extent in studying organizations [25].…”

Section: Sex/gender Split -Is Gender An Accidental or Essential Distinction?mentioning

confidence: 99%

Women ‐ the new heroes of the business world?

Brandser¹

1996

Women in Management Review

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Argues that the studies commonly labelled "women-inmanagement" are inadequate because they do not succeed in helping women to progress as managers in business. These studies endorse different strategies for remedying gender inequalities in the workplace, but they provide a variety of often insufficient or contradictory views. Examines some fundamental perspectives on the subject of women managers. These perspectives can be found in the research community, but also in the area of political and organizational policy making. Suggests that the viewpoints conveyed by the women-in-management literature are closely linked to a set of assumptions in organizational theory, and to a particular interpretation of gender. Examines these assumptions to see how they limit our understanding of how and what women can contribute as newcomers in business management.Women -the new heroes of the business world?

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“…How can women learn to relate differently to the informal system? Such learning can take place off-the-job, in special training tailored to women's needs (Larwood et al, 1978). It can also be done, perhaps more effectively, on-the-job, through actual work experience.…”

Section: Women and The Informal Career Management Systemmentioning

confidence: 99%

Sex Differences in Responsiveness to Organizational Career Management

Pazy

1987

Human Resource Management

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This is a study of differences between women and men in their responsiveness to formal organizational career management. Questionnaire data from 272 men and 101 women were analyzed. It was found that women's individual career variables were mostly similar to men's, but their responsiveness to organizational career management was higher than men's. Women's career effectiveness (performance, attitudes, identity, and adaptability) and career planning increased when the level of perceived organizational career management was high. The sex difference remained even when the effects of two other responsiveness‐reducing factors, managerial position and tenure, were controlled. The results are interpreted in terms of women's cognitive construction of organizational reality. It is suggested that human resource managers have to distinguish between two different objectives: enhancing women's effectiveness vs. enhancing their career progress. To attain the first objective, formal career management systems should be developed. To attain the second, it is argued that women need to relate differently to the informal organizational system.

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Training Women for Management: New Problems, New Solutions

Cited by 7 publications

References 0 publications

Gendered Identification: Between Idealization and Admiration

Gendered Identification: Between Idealization and Admiration

Women ‐ the new heroes of the business world?

Sex Differences in Responsiveness to Organizational Career Management

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