Women and the Labyrinth of Leadership

Eagly, Alice H.; Carli, Linda L.

doi:10.4324/9780429494000-17

Cited by 314 publications

(403 citation statements)

References 0 publications

Supporting

Mentioning

359

Contrasting

Unclassified

Order By: Relevance

“…Second, our study extends debates about the potential negative impact of having a low number of women – or just a single one – in high‐level teams (Helfat et al, ; Eagly and Carli, ). Our results indicate that even a low degree of gender diversity does not inhibit a correlation between openness to diversity and performance.…”

Section: Discussionsupporting

confidence: 62%

The Performance of Gender Diverse Teams: What Is the Relation between Diversity Attitudes and Degree of Diversity?

Lauring

Villeséche

2017

European Management Review

View full text Add to dashboard Cite

While gender diversity is slowly becoming an expected characteristic of teams, both academics and practitioners still need to better understand the relation between contextual characteristics and team composition for the performance of gender diverse teams. In this article, we investigate the relationship between diversity attitudes and the performance of gender diverse teams, and further, we show how numerical team gender composition is a key link in this relationship. Based on survey responses from 1,085 academic team leaders, we show that openness to diversity is strongly associated with team performance. We also find a moderating effect of the degree of gender diversity, so that the effect of openness to diversity, as positive team level diversity attitudes, is stronger when team gender composition converges towards numerical balance. These findings bridge critical mass theory and diversity and performance scholarship by establishing the joint effect of compositional and contextual characteristics on the performance of gender diverse teams.

show abstract

Section: Discussionsupporting

confidence: 62%

The Performance of Gender Diverse Teams: What Is the Relation between Diversity Attitudes and Degree of Diversity?

Lauring

Villeséche

2017

European Management Review

View full text Add to dashboard Cite

show abstract

“…Consequently, it may lead to enhanced monitoring of managers (Carter et al, ), and the reporting of CSR matters may alleviate agency costs (Hillman & Dalziel, ). According to the gender socialisation theory (sociological, psychological, and cognitive perspectives), female directors are characterised by their sensitiveness, friendliness, and carefulness, attributes that lead them to behave in a cooperative way (Kim, ), in contrast to male leaders, who are very competitive (Eagly & Carli, ). Similarly, Nielsen and Huse () and Matsa and Miller () demonstrate that female leaders are more sensitive and attentive to stakeholders' demands regarding social responsibility issues, and Bear, Rahman, and Post () found that women bring sensitivity towards CSR reporting and participatory decision‐making style to boards.…”

Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 99%

The contribution of financial entities to the sustainable development through the reporting of corporate social responsibility information

Pucheta‐Martínez

Bel‐Oms

Nekhili

2018

Sustainable Development

View full text Add to dashboard Cite

This paper aims at examining the relationship between the board composition and corporate social responsibility (CSR) of a sample of listed financial entities, discussing the reasons driving these entities to disclose CSR information. We hypothesise that there is a positive association between outside (institutional and independent directors) and female directors and CSR disclosure, and a negative relationship between inside directors and CSR reporting. Our findings provide evidence that the presence of independent directors and female directors on boards promotes CSR disclosure. Moreover, the results also show that the presence of inside directors and institutional directors on boards does not have an influence on CSR reporting.Thus, our evidence suggests that board attributes, such as the presence of independent and female directors, encourage financial entities to report CSR matters, showing the effectiveness of these two corporate governance mechanisms. The paper sheds light on the influence of the board structure of financial entities on CSR disclosure.Therefore, this study contributes to past research by providing an index for measuring the CSR disclosure of financial entities and the importance of the distinction between outside and inside directors.

show abstract

“…Research on gender differences in leadership style indicates that women leaders are more sensitive, gentle, sympathetic, and caring, while male leaders are characterized as being autocratic, self‐confident, and dominant (H. Kim, ). Women leaders are more relationship oriented and seek cooperation rather than competition, while male leaders are task oriented and are associated with effective leadership (Eagly & Carli, ). However, literature on gender differences in leadership has not delivered consistent study findings.…”

Section: Literature Reviewmentioning

confidence: 99%

Women Leaders’ Work‐Life Imbalance in South Korean Companies: A Collaborative Qualitative Study

Cho

Park

et al. 2016

Human Resource Dev Quarterly

View full text Add to dashboard Cite

The purpose of this collaborative qualitative study was to investigate the lived experience of women leaders in South Korean companies who manage their work and life and develop their leadership in the face of organizational and cultural constraints. Critical to this investigation was the understanding of three concepts represented in the literature on women in leadership: cultural context, work-life balance, and leadership development. A team of eight researchers conducted a collaborative qualitative study to interview 50 women leaders using a purposeful and snowball sampling method. As a result, we found that women leaders experience difficulties in work-life balance and leadership development largely due to a gendered workplace. By gendered workplace we mean frequent drinking after work, the exclusion of women leaders from informal networking, and a lack of developmental opportunities. The gendered workplace forced them to sacrifice their personal lives in order to work long hours and develop their own strategies for work-life balance. We also found that there were noticeable differences in their narratives by position (28 team leaders and 22 executives) and marital status (37 married and 13 singles) concerning family support, major challenges, definitions of success, leadership styles, and mentors. Based on the study findings, we provided implications for research and practice and the study limitations.

show abstract

Women and the Labyrinth of Leadership

Cited by 314 publications

References 0 publications

The Performance of Gender Diverse Teams: What Is the Relation between Diversity Attitudes and Degree of Diversity?

The Performance of Gender Diverse Teams: What Is the Relation between Diversity Attitudes and Degree of Diversity?

The contribution of financial entities to the sustainable development through the reporting of corporate social responsibility information

Women Leaders’ Work‐Life Imbalance in South Korean Companies: A Collaborative Qualitative Study

Contact Info

Product

Resources

About