Women managing women

Hurst, Jane L.; Leberman, Sarah; Edwards, Margot

doi:10.1108/gm-03-2015-0018

Cited by 13 publications

(9 citation statements)

References 36 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…While considerable research has looked at gender in the workplace, very little has focused on the expectations women have of their women managers or women employees and the impact this has on workplace relationships and careers. This was an area we identified for further research in our earlier article, which explored the literature relevant to the intersection between women's hierarchical workplace relationships, career development and gender equity (Hurst et al, 2016). We theorized that if "these expectations can be better understood, it can open up a dialog, at both the personal and organizational level" (p. 9).…”

Section: Introductionmentioning

confidence: 99%

The relational expectations of women managing women

Hurst

Leberman

Edwards

2017

Self Cite

View full text Add to dashboard Cite

Purpose The purpose of this paper is to examine the expectations women have of their women managers and/or women employees and to suggest personal and organizational strategies to strengthen those relationships. Design/methodology/approach Building on a first phase of research using narrative inquiry into the lived experiences of women managing and/or being managed by women, workshops were held with 13 participants to explore their relationship expectations of women managers and/or employees. Findings While the participants initially believed they expected the same things of a manager or employee irrespective of gender, a closer examination revealed gender-based expectations. Women expect a higher degree of emotional understanding and support from a woman manager, than they would from a man. They also expect a woman manager to see them as an equal, take a holistic view of them as people, understand the complexities of their lives and provide flexibility to accommodate those complexities. Research limitations/implications This is an exploratory study in an under-researched area. Extensive further research is warranted. Practical implications Understanding the expectations women have of their women managers enables the development of both personal and organizational strategies aimed at strengthening those relationships. Originality/value These findings begin a dialogue on the often-unspoken and unrecognized gender-based expectations women have of their relationships with women managers and/or women employees. Although considerable research exists on gender stereotypes in the workplace, little research exists on these gender-based relational expectations.

show abstract

Section: Introductionmentioning

confidence: 99%

The relational expectations of women managing women

Hurst

Leberman

Edwards

2017

Self Cite

View full text Add to dashboard Cite

show abstract

“…In their literature review on the intersections of women's career development, women's intra-gender hierarchical relationships at work, and gender equity, Hurst et al (2016) speak to the gender biases of what is perceived as "men's" work, or that which is task and production oriented, versus "women's" work, which is more interpersonal in nature, and the impact this has on the career trajectory of women leaders. Women's careers tend to be less intentionally planned and include a greater number of interruptions (Hurst et al, 2016). Women are also often less inclined to engage in networking opportunities, feeling that they are using others and being inauthentic (Hurst et al, 2016).…”

Section: Women Leader/ship Developmentmentioning

confidence: 99%

“…Women's careers tend to be less intentionally planned and include a greater number of interruptions (Hurst et al, 2016). Women are also often less inclined to engage in networking opportunities, feeling that they are using others and being inauthentic (Hurst et al, 2016). In advocating for women only leader/ship development programs, Ely et al (2011) suggest that women leaders also have to make sense of their a priori beliefs about gendered stereotypes, the perception and undervaluing of their own skills and abilities, as well as felt dissonance between expected and actual roles.…”

Section: Women Leader/ship Developmentmentioning

confidence: 99%

“…Women leaders are often described as more democratic or communal (versus agentic), e.g. relational, empathetic, cooperative (Carli, 2015;Hurst et al, 2016;Rhee and Sigler, 2015). Mavin et al (2004) argue that rather than seeing increasing numbers of women in management and leadership roles, men are instead being asked to "feminize" their styles.…”

Section: Women Leader/ship Developmentmentioning

confidence: 99%

See 1 more Smart Citation

Women leader/ship development: mindfulness and well-being

Phillips

Grandy

2018

View full text Add to dashboard Cite

Purpose The purpose of this paper is to propose mindfulness (e.g. practices such as yoga, meditation) as a fruitful addition to women leader/ship development research and practice, specifically as a means through which to prevent and mitigate negative health outcomes. Design/methodology/approach This is a literature review-based paper that integrates scholarly research on gender and women’s leadership, well-being (including stress reduction), women leader/ship development and mindfulness. Findings Women continue to be under-represented in senior leadership roles and many confront a “labyrinth” of “gender-organization-system” challenges throughout their careers. These challenges can have material effects on the well-being of women leaders. Research reveals positive psychological and biological effects of mindfulness practices on well-being (including stress). Some of this research reveals that women are more likely to engage in mindfulness practices and experience greater benefits. Leader/ship development programs designed specifically for women are needed, and it is proposed that incorporating mindfulness into these programs may result in beneficial outcomes for women leaders. Originality/value This research contributes to the limited body of work on women leader/ship development, mindfulness and leadership.

show abstract

“…In turn, feminist scholars have argued that “Gender equality cannot be attained until women and men share leadership equally” (Kark and Eagly, 2010, p. 443). These researchers also noted that there is a low representation of women in executive positions, particularly inside the most valuable corporations in the business sector (Grant Thornton International Ltd, 2015, cited in Hurst et al , 2016). In contrast, the evidence shows that some sectors are being extremely receptive to female executives, as one intends to argue in this study, but it has not been properly pointed out by the researchers.…”

Section: Introductionmentioning

confidence: 99%

Examining the gendered organizations: evidence of institutional discrimination

Vasconcelos¹

2021

IJOA

View full text Add to dashboard Cite

Purpose The purpose of this study is to examine how a group of special companies, i.e. highly acknowledged and awarded ones operating in Brazil handle the gender issue. Design/methodology/approach This investigation relies on historical analysis by addressing essentially a surface-level indicator (i.e. gender preferences). Rather, this study is grounded on data from the companies that were awarded as one of the best organizations to work for in Brazil by Época-Great Place to Work® Institute and Guia Você S/A lists (between 2012 and 2016). As a result, four organizations were selected, that is, the most representative examples of gender doing. Findings Overall, it found that the glass ceiling is apparently breaking down within at least some germane Brazilian organizations. However, data suggest that other sorts of institutional discrimination may be taking place, i.e. the one in which a feminist mindset may be permeating an organization or even a whole business sector. Under such a scenario, male workers will likely have only a few opportunities. Research limitations/implications The sample size of this study does not permit that the results be generalized. In addition, data were elicited from only a specific cohort of companies. Practical implications It was found no substantial evidence that these organizations are making strides toward at least mitigating the effects of their gender unbalance, although gender equality and, broadly speaking, diversity does not constitute a new management topic anymore. Originality/value Unlike other investigations, it encompasses a larger sample of companies, draws exclusively upon gender-based organizations and is grounded on multiple sources of information. Additionally, data revealed that gendered organizations may encompass different levels of salience.

show abstract

Women managing women

Cited by 13 publications

References 36 publications

The relational expectations of women managing women

The relational expectations of women managing women

Women leader/ship development: mindfulness and well-being

Examining the gendered organizations: evidence of institutional discrimination

Contact Info

Product

Resources

About