Women's Leadership

Stead, Valerie; Elliott, Carole

doi:10.1057/9780230246737

Cited by 62 publications

(57 citation statements)

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“…Critical human resource development (HRD) theories seek to draw attention to the hidden nature of sexism in the workplace. The starting point of these theories is the idea that organizations, built in patriarchal societies, represent and promote patriarchal values (Bierema, ; Riehl & Lee, ; Stead & Elliott, ). According to this line of thinking, organizations not only reflect patriarchal society; they also actively participate in creating and reproducing gender in conformity with patriarchal images (Acker, ).…”

Section: Literature Reviewmentioning

confidence: 99%

Making the Invisible Visible: A Cross‐Sector Analysis of Gender‐Based Leadership Barriers

Diehl

Dzubinski

2016

Human Resource Dev Quarterly

172

105

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Despite an abundance of educated, qualified women in the workforce, they continue to be underrepresented at the top of institutional leadership hierarchies. Theories of gendered organizations explain that work processes reproduce gendered structures of society in the workplace. These processes advantage men while forming barriers to women's success. This paper extends critical human resource development (HRD) theory by applying the concept of sexism hidden in the workplace to leadership and by outlining both social and organizational practices that create gender inequities in leadership. Our cross‐sector analysis of women leaders in religion and higher education revealed twenty‐seven gender‐based leadership barriers which operate at the macro, meso, and micro levels of society. We argue that most current efforts to promote women into leadership focus one by one on only a few barriers, primarily those within organizations, while failing to take into account the wide variety of barriers and their prevalence across all societal levels. We offer strategies to address barriers across all three levels to help organizations create gender‐equitable leadership environments.

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Section: Literature Reviewmentioning

confidence: 99%

Making the Invisible Visible: A Cross‐Sector Analysis of Gender‐Based Leadership Barriers

Diehl

Dzubinski

2016

Human Resource Dev Quarterly

172

105

View full text Add to dashboard Cite

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“…Feminist scholarship has deconstructed the notion of gender essentialism to show that gender is in reality constructed, not biologically determined (Andersen and Hysock, 2009;Stead and Elliott, 2009). Women are socialized to be nurturing, caring, and supportive, while men are socialized to lead (Tisdell, 1993).…”

Section: Literature Reviewmentioning

confidence: 99%

Taking on power: Women leaders in evangelical mission organizations

Dzubinski

2015

Missiology

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Women leaders are scarce in evangelical mission organizations. Part of the reason may be gender-role stereotypes, which function very strongly in much of evangelicalism. This article presents the stories of two women who worked at executive-level leadership positions in evangelical mission organizations. Using narrative analysis and a critical feminist lens, I examine their stories to understand how these women describe their leadership and how they portray their use of power. The strength of gender-role stereotypes and evangelical gender roles appeared to define and limit the power they were able to use. As long as they stayed within prescribed norms, they experienced some success. Deviations from the gender-role stereotypes led to sanctions from their organizations. Conclusions and implications are that the stereotypes may limit women's leadership and that both women and organizations need to become aware of how these unspoken assumptions may be functioning. Recommendations for women leaders and for organizations seeking to incorporate women into leadership are offered.

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“…Leadership here is contextualized as a photeric, a model of leadership which positions it as a shared experience and as a social practice [7]. There is also the participative and democratic nuances [7] that provide space and opportunity for women's leadership in the mainstream tradition. The way this study discussesleadershipin two dimensions: leadership trajectory and leadership performance or experience.…”

Section: Methodsmentioning

confidence: 99%

Local Discourse of Muslim Women's Leadership and Citizenship: A Case Study of Female Posyandu in Tasikmalaya

Kusmana¹

2018

Proceedings of the Third International Conference on Social and Political Sciences (ICSPS 2017)

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Abstract-Womens' position in the society has been neglected, considered as a second-class citizen due to the social forces that include the perceived kodratperempuan (constructed woman's nature) norm that restrict their social engagement. The previous studies indicatethat the normis seen as the main restricting factor. Therefore, women's social engagement is restrictive and stagnant. The present research contends this finding and argues that it is not a fixed value as perceived by feminists, but rather a flexible one because it is nurtured. It maychange from time to time and is different from one place to another. Different from the feminist's stand, this study perceives that women in dealing with the restricting function of the constructed kodratperempuan often find ways to extend their role and status. It proves that, therefore, her social engagement is dynamic.Using a descriptive analytic method and Anthony Giddens's perspective of an agency, this study answers the research question "how Muslim women cadres of Posyandu in the Regency and City of Tasikmalaya tackle the barriers they faced in enabling and enacting leadership?" The researcher identifies internal and external factors that influence their perception of kodratand relates their attitudes to their social engagement as leaders of the cadres of Posyandu in the villages of this Regency and City. The data which were collected through observation, interview, and library review is interpreted in the nuance of cultural citizenship. The study finds that through these restricted rooms and opportunities perpetuated by the norm of the constructed kodrat, some female cadres initially take advantages of their supporting internal and external factors in tackling barriers in their leadership at Posyandu's activities. Later on, they manage to practice citizenship as men do, and to certain extents, they are even more creative and havemore a significant role rather than some men can do.

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Women's Leadership

Abstract: Any person who does any unauthorized act in relation to this publication may be liable to criminal prosecution and civil claims for damages.

Cited by 62 publications

References 0 publications

Making the Invisible Visible: A Cross‐Sector Analysis of Gender‐Based Leadership Barriers

Making the Invisible Visible: A Cross‐Sector Analysis of Gender‐Based Leadership Barriers

Taking on power: Women leaders in evangelical mission organizations

Local Discourse of Muslim Women's Leadership and Citizenship: A Case Study of Female Posyandu in Tasikmalaya

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