Women's leadership development strategic practices for women and organizations.

Hopkins, Margaret M.; O’Neil, Deborah A.; Passarelli, Angela; Bilimoria, Diana

doi:10.1037/a0014093

Cited by 94 publications

(103 citation statements)

References 82 publications

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“…Leadership development research has largely focused on case studies of existing programs (Clarke, 2011;Hopkins et al, 2008;Hornsby, MorrowJones, & Ballam, 2012;Longman & Lafreniere, 2012;Madsen, 2012), with little consideration given to an over-arching theoretical process. Gilley, Shelton, and Gilley (2011) suggested such a leadership development process, but focused on actions of the mentor or human resource professional rather than of leaders themselves.…”

Section: Factors Influencing Women's Leadership Aspirationsmentioning

confidence: 99%

Contributors to Women's Leadership Development in Christian Higher Education: A Model and Emerging Theory

Dahlvig

Longman

2014

Journal of Research on Christian Education

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Section: Factors Influencing Women's Leadership Aspirationsmentioning

confidence: 99%

Contributors to Women's Leadership Development in Christian Higher Education: A Model and Emerging Theory

Dahlvig

Longman

2014

Journal of Research on Christian Education

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“…In most developed nations, this tendency started in the 1970s and now women account for approx. 50% of the total workforce (Hopkins et al, 2008). However, research has shown that female capabilities, acquired through education and participation in the workforce, are not reflected in the daily reality in workplaces.…”

Section: Introductionmentioning

confidence: 99%

Strategic management decisions in power positions to achieve business excellence in small service businesses: does gender matter?

Alonso‐Almeida¹,

Bremser²

2014

Eur. Account. Manag. Rev.

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The paper presents the results of a 2009 survey of 136 Spanish small service businesses.Male and female owners of travel agencies were interviewed to indicate their crisis readiness and measures taken to confront the crisis. Gender based differences in strategic decision-making were detected. Whereas men and women were equally successful to overcome the crisis, their strategies differed. Women were on average significantly younger, employed measures focusing on price, kept social measures intact and employed to a lesser extent drastic measures to reduce costs (layoffs, dismissals). Men used drastic measures most. The differences in strategic choice can be attributed to a gender specific leadership style.

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“…The study findings have practical implications for improving professional development activities that are provided by EAPs and organizational consultants (Hopkins, O'Neil, Passarelli, & Bilimoria, 2008). The skills and work styles that characterize this sample of highly successful women and men could be taught to others in a variety of work contexts, including leadership development programs, one-to-one executive coaching, EAPs, nonprofit women's resource center classes, and wellness workshops.…”

Section: Implications For Employee Assistance Programs and Consultantsmentioning

confidence: 93%

Pathways to Career and Leadership Success: Part 2—Striking Gender Similarities Among $100k Professionals

Burke¹,

Attridge²

2011

Journal of Workplace Behavioral Health

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This study examined gender differences in personal, family, personality, work style, and leadership factors among a sample of highly successful business professionals. Self-report data was obtained from a survey of 56 women and 50 men, mostly from the United States, all of whom made $100,000 or more in annual personal income. Most of the respondents had senior-level positions, owned their own business, and were highly educated. Sixty percent were millionaires or multimillionaires. Contrary to past research indicating systemic gender differences that limit the success of females, this study found few gender differences overall. These women and men were similar on most of the measures tested, including parental and early-life experiences, core personality traits, work styles, leadership styles, formative career work assignments, career path life detours, and work-related failures. However, twice as many women than men reported experiencing prejudice or discrimination in their work histories. A majority of both genders acknowledged gender-specific obstacles to career success for women in general (i.e., childbearing, greater family care responsibilities, and sexism). Being a successful leader also was defined somewhat differently for women than for men. Thus, even though a high degree of similarity was found between women and men in most background and career path characteristics, traditional gender-role expectations and sexism issues still affected many of these women, and this was acknowledged by most of the men in the study as well. See companion article (Part 1) for comparisons of this sample with normative and matched samples on many of these demographic, personality, work style, and early-life experience factors. Although professional and financial success is a career goal for many, some people are able to achieve more in this area than others. It is these high achievers that are the focus of the current study. By learning from those who have already achieved success, we can discover the answers to questions of: Who are the highly successful?; What did they do to get so successful?; How do they act as leaders?; and Is the path to success and leadership different for women than for men?These are some of the topics we address in the current study of individuals who are highly successful in business and professional fields. This sample is also profiled in a companion study to this report that focuses on an examination of a large set of individual difference factors that have normative benchmarks with which to compare to the sample (Miller Burke & Attridge, 2011 [this issue]). This article builds upon the Part 1 article in three ways. The primary goal was to test for gender differences in all of the profile measures included in the first article. A second goal involved using qualitative analyses of open-ended responses to explore how a variety of personal and occupational factors contributed to career success. Third, we wanted to develop a deeper understanding of leadership and discover which specific personal qual...

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Women's leadership development strategic practices for women and organizations.

Cited by 94 publications

References 82 publications

Contributors to Women's Leadership Development in Christian Higher Education: A Model and Emerging Theory

Contributors to Women's Leadership Development in Christian Higher Education: A Model and Emerging Theory

Strategic management decisions in power positions to achieve business excellence in small service businesses: does gender matter?

Pathways to Career and Leadership Success: Part 2—Striking Gender Similarities Among $100k Professionals

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