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Статті в журналах з теми "Female managers"

Автор: Grafiati

Опубліковано: 4 червня 2021

Оновлено: 31 січня 2023

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1

Mehmood, Qaiser, Melvyn R. W. Hamstra, and Bert Schreurs. "Employees’ perceptions of their manager’s authentic leadership." Personnel Review 49, no. 1 (October 14, 2019): 202–14. http://dx.doi.org/10.1108/pr-03-2019-0097.

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Purpose The purpose of this paper is to test whether managers’ political skill is relevant for employees’ authentic leadership perceptions. Political influence theory assumes that political tactics seek to affect others’ interpretations of a person or situation. Thus, what matters for employees’ perceptions of their manager’s authentic leadership may be whether the manager actively seeks to show behavior that can be interpreted as authentic leadership. Combining political influence theory and gender stereotypes research, it is further suggested that manager gender moderates the employees’ interpretation of political influence attempts that are ambiguous. Design/methodology/approach Managers (n=156; 49.5 percent female) completed measures of their political skill. Employees (n=427; 39.1 percent female) completed measures of the manager’s authentic leadership. Findings Managers’ apparent sincerity was positively related to employees’ perceptions of managers’ authentic leadership; managers’ networking ability was negatively related to employees’ perceptions of female managers’ authentic leadership, but not of male managers. Research limitations/implications The methodology does not allow claims about causality. Originality/value Findings add knowledge of authentic leadership, such as difficulties that female managers face, and show the value of a fine-grained approach to political skill. Female managers should be aware that networking might have disadvantageous side effects. Conversely, sincere behavior attempts seem favorable for authentic leadership perceptions.

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2

Beal, Brian. "Changing image of the ideal manager." Human Resource Management International Digest 24, no. 3 (May 9, 2016): 41–43. http://dx.doi.org/10.1108/hrmid-01-2016-0010.

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Purpose The purpose of this paper is to extend the “think manager, think male” research paradigm by examining managerial stereotypes as a function of both gender and sexual orientation, thus comparing the similarity of managerial stereotypes against the stereotypes of male (heterosexual and gay) and female (heterosexual and lesbian) managers. Design/methodology/approach In total, 163 heterosexual participants used the 92-item “Descriptive Index” attribute inventory to rate one of five target groups: successful managers, heterosexual male managers, heterosexual female managers, gay male managers and lesbian female managers. Intraclass correlation coefficients were calculated to assess the degree of correspondence between ratings of the target groups. Findings The findings showed a higher correspondence between the descriptions of heterosexual male or female managers and the successful manager prototype than between the descriptions of gay male managers and the successful manager prototype. Additionally, results showed that the stereotypes of lesbian female managers were seen as having a moderate level of fit with the successful manager prototype. Originality/value This study it is the first empirical investigation to assess whether the “think manager, think male” phenomenon holds for managers who are members of sexual minority groups.

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3

Farr‐Wharton, Rod, and Yvonne Brunetto. "Female entrepreneurs as managers." Gender in Management: An International Journal 24, no. 1 (February 13, 2009): 14–31. http://dx.doi.org/10.1108/17542410910930725.

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4

Tomlinson, Jennifer, and Susan Durbin. "Female part‐time managers." Equality, Diversity and Inclusion: An International Journal 29, no. 3 (March 26, 2010): 255–70. http://dx.doi.org/10.1108/02610151011028859.

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5

Liberman, Benjamin E., and Frank D. Golom. "Think manager, think male? Heterosexuals’ stereotypes of gay and lesbian managers." Equality, Diversity and Inclusion: An International Journal 34, no. 7 (September 21, 2015): 566–78. http://dx.doi.org/10.1108/edi-01-2015-0005.

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Анотація:

Purpose – The purpose of this paper is to extend the “think manager, think male” research paradigm by examining managerial stereotypes as a function of both gender and sexual orientation, thus comparing the similarity of managerial stereotypes against the stereotypes of male (heterosexual and gay) and female (heterosexual and lesbian) managers. Design/methodology/approach – In total, 163 heterosexual participants used the 92-item Descriptive Index attribute inventory to rate one of five target groups: successful managers, heterosexual male managers, heterosexual female managers, gay male managers, and lesbian female managers. Intraclass correlation coefficients were calculated to assess the degree of correspondence between ratings of the target groups. Findings – The findings showed a higher correspondence between the descriptions of heterosexual male or female managers and the successful manager prototype than between the descriptions of gay male managers and the successful manager prototype. Additionally, results showed that the stereotypes of lesbian female managers were seen as having a moderate level of fit with the successful manager prototype. Practical implications – The results of this study suggest that heterosexuals’ beliefs about gay male and lesbian female managers’ abilities are important. In particular, heterosexuals’ stereotypes that gay males lack the qualities of being a successful manager can limit gay men’s access to positions with managerial responsibilities and impede their progress into leadership positions. Originality/value – This study addresses a critical gap in the management literature as it is the first empirical investigation to assess whether the “think manager, think male” phenomenon holds for managers who are members of sexual minority groups.

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6

Bossler, Mario, Alexander Mosthaf, and Thorsten Schank. "Are Female Managers More Likely to Hire More Female Managers? Evidence from Germany." ILR Review 73, no. 3 (July 24, 2019): 676–704. http://dx.doi.org/10.1177/0019793919862509.

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This article investigates whether there is state dependence in the gender composition of managers in German establishments; that is, whether the number of hired female managers depends on the past hiring decisions of an establishment. Using administrative data, the authors apply dynamic linear models, thereby accounting for unobserved heterogeneity and the endogeneity of lagged dependent variables. Results show that hiring female managers leads to the hiring of more female managers in the subsequent period. Hiring rates for male managers follow a similar pattern in that they are more likely to hire more male managers.

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7

Szymanska, Izabela I., and Beth A. Rubin. "Gender and relationship differences in the perceptions of male and female leadership." Gender in Management: An International Journal 33, no. 4 (June 4, 2018): 254–81. http://dx.doi.org/10.1108/gm-06-2016-0127.

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Purpose This research aims to investigate the differences in evaluations of job performance between male and female managers by those managers’ immediate bosses and peers. Design/methodology/approach Drawing on gender structure theory, along with ideas about status characteristics, the authors use hierarchical regression to test the hypotheses that male and female bosses and peers deferentially evaluate the male and female manager’s global job performance. The authors hypothesize significant two-way interactions (gender of the manager by gender of evaluator) in predicting a manager’s job performance. Findings The results suggest that while male peers rate female managers’ job performance significantly lower than that of male managers, female peers do not discriminate between genders in their performance evaluations. Also, managers’ bosses were found not to discriminate between genders of their subordinates. Research limitations/implications The limitations of this study have to do primarily with the data. While the data are rich on some dimensions, they are weak on others, especially with regard to the detail about the jobs the respondents did, detailed level of familiarity with the evaluated managers, as well as racial background. The data also do not provide information on the different facets of job performance, the evaluation of which could potentially be impacted by managerial gender; this study is focused exclusively on global job performance. Practical implications The authors discuss various theoretical explanations of this pattern of results, as well as its possible influence on female managers’ careers. Although the effect size of the negative bias that male peers exhibit toward female managers is relatively small, it may be argued that lower performance assessments can accumulate over years in multiple job evaluations, negatively affecting the career of female leaders. Originality/value The evaluations supplied by different organizational members gain importance with the increased use of 360-degree feedback instruments not just for developmental but also for the job performance appraisal purposes. While the job evaluations of managers’ bosses have been investigated in the past with regard to the possible gender bias, this study provides the first known to the authors’, evidence. Also, this study points to a direct bias in performance assessments, rather than a potentially more subtle, non-performance-based bias that affects the disparities in wages and promotions of female managers. Thus, this study helps to fill a significant gap in the literature on organizations and it may have practical implications for the advancement of female managers. In addition to this contribution, this study also provides data that may be useful in resolving the ongoing debate whether female bosses act more as cogs in the machine or as change agents in organizations.

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8

Levi, Maurice D. "Stimulating Recruitment of Female Managers." Relations industrielles 31, no. 1 (April 12, 2005): 72–83. http://dx.doi.org/10.7202/028683ar.

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In order to induce firms to feel indifferent towards the sexes in their recruitment for the administrative level, the cause of preference towards males must be eliminated. In this paper the author discusses the preference for males that arise out of expected lower turnover for male employees.

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9

Kinasih Yekti Nastiti, Pambayun, Apriani Dorkas Rambu Atahau, and Supramono Supramono. "Working Capital Management Policy: Female Top Managers and Firm Profitability." Central European Management Journal 27, no. 3 (September 15, 2019): 107–27. http://dx.doi.org/10.7206/cemj.2658-0845.5.

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10

Delgadová, Elena, and Monika Gullerová. "Female managers and their characteristics in the Trenčin region, Slovakia." Problems and Perspectives in Management 15, no. 2 (September 28, 2017): 549–56. http://dx.doi.org/10.21511/ppm.15(si).2017.08.

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Gender equality has been a major principle of the European Union since the Treaty of Rome introduced the principle of equal pay for men and women in 1957. Gender equality means the same rights and opportunities for women and men across all sectors of society. The primary objective of the paper is to explore the management style of women, as well as their distinctive characteristics. It is believed that these distinctive features have a major influence upon their career-related behavior. The contribution tries to underscore the fact that women of the 21st century can prove themselves successfully in managerial positions within organizations, even though their career development is still hampered by gender inequality, since the world of management is a male-dominated field. Women in management positions have considerable, yet not fully utilized potential, which could help companies to succeed. In the paper, a questionnaire was used to obtain the relevant data on the management style and characteristics of female managers in the Trenčin region, Slovak Republic. At a later stage, the sepre-research findings will be used to conduct a comparative study in cooperation with the colleagues from the Universidad de Valencia and Universidad Catolica de Valencia San Vicente Martir in the Spanish region of Valencia.

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11

Alkadry, Mohamad G., Sebawit G. Bishu, and Susannah Bruns Ali. "Beyond Representation: Gender, Authority, and City Managers." Review of Public Personnel Administration 39, no. 2 (July 10, 2017): 300–319. http://dx.doi.org/10.1177/0734371x17718030.

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For the last 50 years, the U.S. government has worked to address the sex pay gap in the workforce. Nevertheless, the pay gap remains persistent across sectors and organizational hierarchies. This study investigates the direct and indirect effects of sex and authority profile on the pay gap of city managers in the United States. The study uses ordinary least squares (OLS) regression analysis to predict the relationship between a city manager’s sex and authority profile variables as well as the relationship between authority profile variables and a city manager’s annual salary. Our OLS analysis shows that sex (being a male city manager) along with workplace authority variables are all positive and significant predictors of pay. The study also finds that, on average, female city managers earn 73% of what male city managers earn. They also manage 60% of the number of employees and oversee 62% of the annual budget compared with male city managers.

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12

Brodsky, Marcia A. "Successful Female Corporate Managers and Entrepreneurs." Group & Organization Management 18, no. 3 (September 1993): 366–78. http://dx.doi.org/10.1177/1059601193183007.

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13

Broadbridge, Adelina. "Female and male managers – equal progression?" International Review of Retail, Distribution and Consumer Research 6, no. 3 (July 1996): 259–79. http://dx.doi.org/10.1080/09593969600000024.

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14

Linehan, Margaret. "Networking for female managers’ career development." Journal of Management Development 20, no. 10 (December 2001): 823–29. http://dx.doi.org/10.1108/eum0000000006237.

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15

Jurajda, Štěpán, and Teodora Paligorova. "Czech female managers and their wages." Labour Economics 16, no. 3 (June 2009): 342–51. http://dx.doi.org/10.1016/j.labeco.2008.11.001.

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16

Linehan, Margaret, and Hugh Scullion. "The repatriation of female international managers." International Journal of Manpower 23, no. 7 (November 2002): 649–58. http://dx.doi.org/10.1108/01437720210450806.

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17

Adler, Nancy J. "Expecting international success: Female managers overseas." International Executive 27, no. 2 (1985): 13–14. http://dx.doi.org/10.1002/tie.5060270204.

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18

Domsch, Michel, and Bianka Lichtenberger. "Foreign assignment for female German managers." International Executive 34, no. 4 (July 1992): 345–55. http://dx.doi.org/10.1002/tie.5060340405.

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19

Neuhauser, Charlotte. "Project Manager Leadership Behaviors and Frequency of Use by Female Project Managers." Project Management Journal 38, no. 1 (March 2007): 21–31. http://dx.doi.org/10.1177/875697280703800103.

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20

Lu, Qianwen, Shouming Chen, and Peien Chen. "The Relationship between Female Top Managers and Corporate Social Responsibility in China: The Moderating Role of the Marketization Level." Sustainability 12, no. 18 (September 18, 2020): 7730. http://dx.doi.org/10.3390/su12187730.

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This study links the gender diversity of the top management team (TMT) to corporate social responsibility (CSR) and examines the moderating role of the marketization level in their relationship. According to the token theory, females are “tokens” and have difficulty playing their roles when they are rare in groups, where their presence is used for providing legitimacy. Meanwhile, CSR is implemented to gain legitimacy. Therefore, we predicted that there was a negative relationship between female top managers and CSR, and that the marketization level positively moderated their relationship. The hypotheses were supported by the data from 17,032 manager-year observations of listed companies in China. The results indicated that the female top managers’ presence and CSR performance had the same function of gaining legitimacy. With limited resources, firms added females at the expense of decreasing investment in CSR when under the external pressure of increasing female top managers. Furthermore, this negative relationship was stronger in firms with a less-developed institutional environment because firms with weak institutions have strong incentives to find alternatives to fill the institutional void, which helps to gain access to resources and reduce transaction costs.

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21

Fischbach, Andrea, Philipp W. Lichtenthaler, and Nina Horstmann. "Leadership and Gender Stereotyping of Emotions." Journal of Personnel Psychology 14, no. 3 (July 2015): 153–62. http://dx.doi.org/10.1027/1866-5888/a000136.

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Abstract. People believe women are more emotional than men but it remains unclear to what extent such emotion stereotypes affect leadership perceptions. Extending the think manager-think male paradigm ( Schein, 1973 ), we examined the similarity of emotion expression descriptions of women, men, and managers. In a field-based online experiment, 1,098 participants (male and female managers and employees) rated one of seven target groups on 17 emotions: men or women (in general, managers, or successful managers), or successful managers. Men in general are described as more similar to successful managers in emotion expression than are women in general. Only with the label manager or successful manager do women-successful manager similarities on emotion expression increase. These emotion stereotypes might hinder women’s leadership success.

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22

Nakhoda, Maryam, and Samaneh Rahimian. "Factors affecting empowerment of female librarians, views of female managers of Tehran public libraries." Library Management 36, no. 8/9 (November 9, 2015): 663–72. http://dx.doi.org/10.1108/lm-09-2015-0059.

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Purpose – The purpose of this paper is to study promoting and inhibiting factors in empowerment of female librarians in the opinion of female managers. It is necessary that library managers identify and monitor influential factors in empowering librarians, and attempt to eliminate factors with negative effects. Design/methodology/approach – This study is conducted in a phenomenological approach, which relies on in-depth interviews among nine female managers of top public library in Tehran. Data were collected via semi-structured interviews. Qualitative thematic analysis method was used for analysis of data. Findings – Interviews analysis revealed that job skills, participation and teamwork, role resolution, access to information, motivation, role modeling, recognition, and appreciation were among the effective factors in empowerment of female librarians. On the other hand, poor organizational communication system, negative attitudes toward staff, and instructional management style were among the inhibiting factors in empowerment of female librarians in the opinion of female public library managers. Originality/value – Results of the present study can help managers of public libraries to identify factors affecting empowerment of female librarians’. Also the findings can be used in managers’ planning and decision-making process.

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23

Miller, Denise A. "Black British female managers—The silent catastrophe." Gender, Work & Organization 28, no. 4 (May 5, 2021): 1665–82. http://dx.doi.org/10.1111/gwao.12688.

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24

Daspro, Eileen. "An evaluation of female expatriate managers’ efficacy." econoquantum 1, no. 1 (September 15, 2004): 83–92. http://dx.doi.org/10.18381/eq.v1i1.187.

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25

Hamstra, Melvyn, Qaiser Mehmood, Bert Schreurs, and Dinah Gutermuth. "Predicting Employee Perceptions Of Female Managers’ Sincerity." Academy of Management Proceedings 2018, no. 1 (August 2018): 10231. http://dx.doi.org/10.5465/ambpp.2018.10231abstract.

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26

Duong, Thuong Thi, and Martin Skitmore. "FEMALE PROJECT MANAGERS? WORKPLACE PROBLEMS: A SURVEY." Journal of Women and Minorities in Science and Engineering 9, no. 2 (2003): 183–96. http://dx.doi.org/10.1615/jwomenminorscieneng.v9.i2.50.

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27

Wiggins, Carla. "Female Healthcare Managers and the Glass Ceiling." Hospital Topics 69, no. 1 (January 1991): 8–14. http://dx.doi.org/10.1080/00185868.1991.9948448.

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28

Brockbank, Anne, and Joanne Traves. "Career progression of female managers in retailing." Women in Management Review 10, no. 4 (June 1995): 4–10. http://dx.doi.org/10.1108/09649429510091966.

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29

Aggarwal, Rajesh, and Nicole M. Boyson. "The performance of female hedge fund managers." Review of Financial Economics 29 (April 2016): 23–36. http://dx.doi.org/10.1016/j.rfe.2016.02.001.

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30

Burke, Ronald J., Zena Burgess, and Barry Fallon. "Workaholism among Australian female managers and professionals." Equal Opportunities International 25, no. 3 (April 2006): 200–213. http://dx.doi.org/10.1108/02610150610687845.

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31

Atkinson, Stanley M., Samantha Boyce Baird, and Melissa B. Frye. "Do Female Mutual Fund Managers Manage Differently?" Journal of Financial Research 26, no. 1 (March 2003): 1–18. http://dx.doi.org/10.1111/1475-6803.00041.

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32

Davidson, Marilyn J., and Cary L. Cooper. "Female Managers in Britain – A Comparative Perspective." Human Resource Management 26, no. 2 (1987): 217–42. http://dx.doi.org/10.1002/hrm.3930260207.

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33

Wallace, Michelle, and Teresa Marchant. "Developing female middle-managers in Australian universities." Higher Education 58, no. 6 (March 27, 2009): 781–97. http://dx.doi.org/10.1007/s10734-009-9225-x.

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34

Geiler, Philipp, and Luc Renneboog. "Are female top managers really paid less?" Journal of Corporate Finance 35 (December 2015): 345–69. http://dx.doi.org/10.1016/j.jcorpfin.2015.08.010.

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35

Doering, Laura, and Sarah Thébaud. "The Effects of Gendered Occupational Roles on Men’s and Women’s Workplace Authority: Evidence from Microfinance." American Sociological Review 82, no. 3 (May 31, 2017): 542–67. http://dx.doi.org/10.1177/0003122417703087.

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The gendering of occupational roles affects a variety of outcomes for workers and organizations. We examine how the gender of an initial role occupant influences the authority enjoyed by individuals who subsequently fill that role. We use data from a microfinance bank in Central America to examine how working initially with a male or female loan manager shapes borrowers’ compliance with future managers’ directives. First, we show that borrowers originally paired with female managers continue to be less compliant with subsequent managers, regardless of subsequent managers’ gender. Next, we demonstrate how compliance is shaped by the gender-typing of the role and the gender of the individual who fills that role. We find that men enjoy significantly greater compliance in male-typed roles, but male and female managers experience similar levels of compliance in female-typed roles. Further analyses reveal that these gendered patterns become especially pronounced after managers demonstrate their authority by disciplining borrowers. Overall, we show how quickly gendered expectations become inscribed into occupational roles, and we identify their lasting organizational consequences. More broadly, we suggest authority mechanisms that may contribute to the “stalled” gender revolution in the workplace.

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36

Kim, Hyondong. "Investigating the effects of work-family spillovers, gender, and formal mentoring on career goal of managers." International Journal of Manpower 38, no. 8 (November 6, 2017): 1065–85. http://dx.doi.org/10.1108/ijm-09-2014-0186.

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Анотація:

Purpose The purpose of this paper is to identify whether work-family spillovers significantly affect company managers’ determination of career goals by examining the importance of gender and formal mentoring to these managers. Design/methodology/approach The study sample consisted of 4,222 Korean managers compiled from a large-scale data set (Korean Women Manager Panel) that was collected by the Korea Women Development Institution in two waves (2009 and 2011). Findings Positive work-family spillover is positively related to managers’ career goals, whereas negative work-family spillover is negatively related to such goals. In the presence of positive work-family spillover, formal mentoring is more effective in helping male managers establish and develop career goals. Research limitations/implications The mentoring programs company managers are willing to engage in should be consistent with the gender role. Mentoring programs for female managers are moderately related to the importance of positive work experiences in establishing and developing their career goals. Therefore, to promote the career success of female managers, companies and societies must take actions to change the female managers’ perceptions of their management potentials. Originality/value Gender and formal mentoring programs influence the salience of company managers’ work and family roles, which determines the relationship between positive and negative work-family spillovers and career goals.

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37

Dohse, Dirk, Rajeev K. Goel, and Michael A. Nelson. "Female owners versus female managers: Who is better at introducing innovations?" Journal of Technology Transfer 44, no. 2 (July 2, 2018): 520–39. http://dx.doi.org/10.1007/s10961-018-9679-z.

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38

Zhou, Manxiao, and Biyan Wen. "An Empirical Study about the Impact of Work-family Conflict on Female Staff’s Career Development in Hotels." Journal of Sustainable Development 9, no. 5 (September 27, 2016): 100. http://dx.doi.org/10.5539/jsd.v9n5p100.

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Анотація:

Hotel industry is a labor-intensive industry for women and the proportion of women in the hotel industry is large while the number of women managers has also increased. However, the traditional gender, social support and work-family conflict and other various factors make the career development of women managers in hotels relatively more resistance. Work-family conflict has significant impacts on both work and family. Therefore, the paper chose the female middle managers in hotels as the research object, and used literature research and questionnaire method to gather data. Then, the reliability of scales was measured by SPSS19.0, and we performed the principal component analysis to measure the reliability of variables.After that, we conducted variance analysis to clarify the different stages of work and family lives as well as different departments whether have different influences on female middle managers. The paper analyzed the objective existence of universality, causes and the effects of work-family conflict for female middle managers in hotels. On this basis, the paper proposed some ways to ease the work-family conflict, such as implementing flexible management to weaken the time conflict, paying attention to females’ demands and take the mission of helping employees to achieve a balance, and designing family supporting programs for female managers to promote female advantages of middle managers, to promote the development of hotel female human resources and alleviate the negative impact of work-family conflict on female managers’ career development.

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39

Nam, Hyunjung. "Mediating Effect of Authentic Leadership in the Relationship between Organizational Culture and Job Engagement: Focused on Female Managers." Korean Academy Of Leadership 12, no. 4 (December 30, 2021): 181–215. http://dx.doi.org/10.22243/tklq.2021.12.4.181.

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This study focused on leadership roles in reducing gender inequality among workers within organizations and promoting women's participation in society. The purpose of this study is to examine how female managers' authentic leadership is demonstrated in terms of organizational culture and to identify factors affecting job engagement that leads to continuous labor market participation. For the analysis, a total of 975 female managers above the manager level were targeted by using the 7th data of the female manager panel surveyed by the Korea Women's Policy Institute. As a research method, SPSS 23.0 and AMOS 21.0 were used to verify the relationship and effect between variables. The results of the study were first, that rational organizational culture had a positive (+) effect on female managers' job engagement, and irrational organizational culture had a negative (-) effect on job engagement. Second, it was found that rational organizational culture had a positive (+) effect on authentic leadership, and irrational organizational culture had no significant effect on genuine leadership. Third, authentic leadership was found to have a positive (+) effect on job engagement. Fourth, authentic leadership was found to partially mediate in the relationship between rational organizational culture and job engagement. This study is meaningful in that it is an integrated study that examines the organizational culture characteristics in which female managers demonstrate authentic leadership and at the same time examines the relationship between them and their influence on job engagement. In addition, it is significant in that it provided a practical basis for introducing a system for cultivating authentic leadership that can bring female managers' engagement for the job even in the irrational organizational culture of Korean companies and the need for managerial education.

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Roh, Kyung-Ran, and Eun-Bee Kim. "An Analysis of Male and Female Managers’ Responses to Work Stress: Focused on the Case of South Korea." International Journal of Environmental Research and Public Health 18, no. 21 (October 22, 2021): 11119. http://dx.doi.org/10.3390/ijerph182111119.

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This study aims to determine how work the stress of female and male managers in Korean companies influences their capabilities and career development behavior and analyzes how it affects their turnover intention. According to the analysis results determined using the panel data from the Korean Women’s Development Institute, first, work stress experienced by managers increases their turnover intentions regardless of gender. Secondly, more work stress decreases the development behavior of male mangers but strengthens the career development behavior of female managers. Thirdly, greater work stress decreases manager capabilities but strengthens the capabilities of female managers. Fourthly, career development behavior and capabilities as a mediator variable act differently according to gender on the relationship between work stress and turnover intention. We discussed the results of this study while considering the peculiarities of Korea, which has strong male-centered corporate culture, and presented theoretical and practical implications of the results of this study.

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Heikkinen, Suvi Susanna. "How do male managers narrate their female spouse ' s role in their career?" Gender in Management: An International Journal 29, no. 1 (January 13, 2014): 25–43. http://dx.doi.org/10.1108/gm-05-2012-0054.

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Purpose – The aim of this study is to investigate how male managers make meaning the role of their female spouses along with their careers. Design/methodology/approach – The topic was investigated within a Finnish context by analyzing the narratives of 29 male managers. Common to the men were their managerial position and extensive work experience. All the men had or had had one or more spouses during their careers, and all of them were fathers. Findings – A typology distinguishing four types of female spouses was constructed: supporting, balance-seeking, care-providing, and success-expecting types. These types describe the various roles that are constructed in relation to the female partner during a male manager ' s career, pointing out the ambiguous nature of the phenomenon. Originality/value – The study highlights that to understand more about male managers ' experience in their careers, the author needs to acknowledge how a male manager ' s career unfolds in tandem with their family life, as well as the norms and gender roles related to the family. Research approaches that enable examination from that perspective should be developed.

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Cames, Isabelle, Susan Vinnicombe, and Val Singh. "Profiles of “successful managers” held by male and female banking managers across Europe." Women in Management Review 16, no. 3 (May 2001): 108–18. http://dx.doi.org/10.1108/09649420110390273.

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Wu, Monica Shu-Fen. "Effects of Female Managers’ Leadership on Teamwork and Organizational Performance in Catering Industry." Acta Oeconomica 65, s2 (December 2015): 325–37. http://dx.doi.org/10.1556/032.65.2015.s2.24.

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The promotion of educational standards and the rising independent awareness of females, females are gradually taking a place in the employment market. Industrial structure evolution and social transformation have the societies in Taiwan change from traditional manufacturing to hi-tech, information, and food service industries. Demands for human resources therefore become different from the past that lots of employment opportunities were indirectly created for females. Regarding the labor participation rate, the increasing female engagement in workplaces has enhanced the generation of female leadership. The unique female personality traits could assist female managers in forming unique management styles in business management. Aiming at Wowprime, total 650 copies of questionnaires are distributed, and 477 valid copies are retrieved, with the retrieval rate 73%. The results conclude 1. positive effects of leadership on teamwork, 2. positive effects of teamwork on organizational performance, and 3. positive effects of leadership on organizational performance. The results are expected to help the leadership of female managers in catering industry.

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Ashnai, Bahar, Sudha Mani, Prabakar Kothandaraman, and Saeed Shekari. "Gender bias in the recruitment of entry-level B2B salespeople." Journal of Business & Industrial Marketing 35, no. 8 (September 25, 2020): 1335–44. http://dx.doi.org/10.1108/jbim-08-2019-0384.

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Purpose In response to calls to reduce the gender gap in the salesforce, this study aims to examine the effect of candidate gender, manager gender and industry to explain gender bias in salesperson recruitment during screening and skill assessment. Design/methodology/approach This paper tested the hypotheses using observational data from a national sales competition in the USA, where managers evaluated student candidates for entry-level sales positions. Findings This research finds gender bias during screening using the dyadic perspective. Specifically, female managers evaluate male candidates more favorably than male managers do during screening. Further, managers of service companies evaluate female candidates more favorably than managers of goods companies during screening. However, this paper finds no such effects during candidates’ skill assessment. Research limitations/implications The findings indicate the importance of using dyadic research techniques to assess gender bias. Practical implications Managers should not use short interactions to screen candidates. Social implications Implicit bias exists when candidates and managers interact during screening. To reduce gender bias in recruitment the candidates and managers should interact for a longer duration. Originality/value This study draws upon a unique setting, where the candidates interact with the managers for screening and skill assessment. Implicit bias exists when candidates and managers interact for screening under time pressure. This paper finds no evidence of gender bias in skill assessment. This study finds that female managers are more prone to bias when evaluating male candidates than male managers. Prior work has not examined industry-based bias; this paper provides evidence of such bias in candidate screening.

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Harvey, Michael, Miriam Moeller, and Ruth McPhail. "Mentoring Female Global Managers: A Social Comparison Perspective." South Asian Journal of Human Resources Management 4, no. 1 (May 18, 2017): 21–41. http://dx.doi.org/10.1177/2322093717705027.

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The global business environment is new, complex and not well understood by many of the managers having to “learn by doing.” This “on-the-run” learning experience is particularly difficult for female global managers in the South Asian region who may not have the input or support of others as to how to prepare for relocating overseas. The lack of assistance is further exacerbated by the growing importance of large emerging markets. Given limited history with these key emerging markets, some means of accelerating learning and transferring knowledge to the next generation of (global) managers is a necessity. This article examines one means of addressing the need to learn from others more experienced in global business through mentoring. Social comparison theory is used as the theoretical lens by which to examine the mentoring process for global female managers, a type of managerial talent particularly void of organizational structural support. A means for developing a mentoring programme for global female managers is also developed.

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Daniya, Daniya, and Risa Bhinekawati. "Differences in Attitudes towards Female Managers: Lessons from Technology Start-Up Companies in Jakarta, Indonesia." International Journal of Business Studies 3, no. 3 (January 15, 2020): 110–24. http://dx.doi.org/10.32924/ijbs.v3i3.104.

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Despite the perceptions that such technology start-up companies are known as a modern working environment that embraces diversity, the data shows that the number of women in the industry, especially in a senior position, is still lower than men. Naturally, men have a high sense of competitiveness and feel more superior to become managers compared to women; while women sometimes practice self-stereotyping and think they are not capable enough for being a leader. This study aims to investigate differences in the attitude of men and women towards female managers in technology start-up companies. This research applies mixed methods, using “Women as Managers Scale (WAMS)” as indicators in the quantitative data collected from 60 male and 60 female that work in technology start-up companies in Jakarta. WAMS was also used as the basis for interview questions with three men and three women are being interviewed for the qualitative approach. The study finds differences in the attitude between men and women towards female manager in the technology startup companies in Jakarta, Indonesia. Compared to men, women respondents have more positive attitudes in terms female managers’ ability, acceptance, physical constraints and leadership. On the contrary, men respondents view that physical constraints like menstruation and maternity leave would affect female managers’ performance. Theoretically, this study contributes to the knowledge of gender diversity at work in the context of technology start-up companies in Indonesia. Practically, managers can use lessons from this study to develop a more gender balanced strategy for the companies.

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Arami, Mitra. "Comparison of leadership style of male and female managers in Kuwait: An empirical investigation." Journal Of International Business Research And Marketing 1, no. 2 (2015): 25–28. http://dx.doi.org/10.18775/jibrm.1849-8558.2015.12.3003.

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Several studies have investigated differences in leadership styles between male and female leaders. This paper analyzes weather Kuwaiti male and female leaders differ in their leadership behavior. Explorative approach is applied for this research study. This study is based on a small sample in Kuwait and based on a self-rating of managers in Kuwait. In our study, we used similar approach as Eagly and Johannesen-Schmidt (2001) – rating was done through subordinates, peers and superiors – this would help to have more in-depth analyses. The quantitative analysis involves 62 leaders (38 male, 24 female) from different industries in private and governmental sector in Kuwait. Results indicated no major differences in leadership behavior by gender in Kuwait, which is similar to outcome of some studies conducted in western countries. It should be highlighted that the percentage of male and female respondents varied between different organizations. Future research should emphasis on equal sampling. It would be also interesting to analyze the difference in male or female dominated industries. This study offers knowledge for developing leadership skills in Kuwait. Very few studies have concentrated on difference in leadership styles outside Europe and North America, this study provides a new perspective in a different cultural context.

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Moleko, Zandile Sanelisiwe. "A Comparative Analysis of Perceptions held towards African Female Leaders, Successful Middle Managers, Females, and Males in the Financial Services Industry." International Journal of Psychosocial Rehabilitation 24, no. 5 (March 31, 2020): 1994–2010. http://dx.doi.org/10.37200/ijpr/v24i5/pr201876.

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Ali, Syeedun, and Rahela Farooqui. "Female Expatriate Managers - Barriers Experienced and Suggested Strategies." Prabandhan: Indian Journal of Management 3, no. 5 (May 1, 2010): 32. http://dx.doi.org/10.17010//2010/v3i5/61133.

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Ali, Syeedun, and Rahela Farooqui. "Female Expatriate Managers - Barriers Experienced and Suggested Strategies." Prabandhan: Indian Journal of Management 3, no. 5 (May 1, 2010): 32. http://dx.doi.org/10.17010/pijom/2010/v3i5/61133.

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