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Статті в журналах з теми "Women executives"

Автор: Grafiati

Опубліковано: 4 червня 2021

Оновлено: 31 липня 2024

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1

Ayranci, Evren, and Tamer Gurbuz. "Considering Glass Ceiling in Turkey: Ideas of Executives in Education Sector Regarding Women in the Workplace." International Journal of Human Resource Studies 2, no. 4 (November 18, 2012): 126. http://dx.doi.org/10.5296/ijhrs.v2i4.2583.

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The purpose of this study is to determine, taking the “glass ceiling” into account, which factors contribute to the ideas of top education executives regarding women in the workplace and to identify whether these ideas vary depending on the executives’ demographic profile. This research included top state high school executives from Istanbul. An important conclusion was that the participants took into consideration only the “executive” qualities of the women in their workplace. In other words, they were already thinking about women in executive positions when participating. The participants had positive opinions regarding female executives and thoughts on the ability of female executives to create a balance between home and work. To a significant extent, these ideas varied depending on the participants’ gender. When considering the participants’ number of children, the ideas also generated differences. Age and marital status did not influence the participants’ ideas about female executives.

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2

Kunkel, Adrianne, Michael Robert Dennis, and Elisha Waters. "Contemporary University Students' Ratings of Characteristics of Men, Women, and Ceos." Psychological Reports 93, no. 3_suppl (December 2003): 1197–213. http://dx.doi.org/10.2466/pr0.2003.93.3f.1197.

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Very few women have reached the highest echelons of corporate America, perhaps because gender stereotypes, including perceptions of women that vary from those of successful executives, block their promotion and advancement. In the current study, differences in how participants perceive similarities in characteristics of successful executives and those of both men and women were studied. The scope of the extant program of research is also extended upward in the organizational hierarchy with the operationalization of executive as “CEO” (Chief Executive Officer) rather than as “manager” or “middle-manager.” While men in general continue to be likened more to successful executives than do women in general, the gaps between male and female CEOs' similarities and between successful male and female CEOs' similarities to prototypically successful executives were smaller than reported in the 1970s. Noteworthy trends regarding 92 characteristics from Schein's Descriptive Index are also discussed.

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3

Roessle, Felix, Carolin Fleischmann, and Kathrin Roessle. "Gender diversity and financial performance in executive positions in German companies." Problems and Perspectives in Management 22, no. 2 (June 12, 2024): 571–81. http://dx.doi.org/10.21511/ppm.22(2).2024.44.

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An underrepresentation of women in executive positions has persisted for decades. This paper aims to analyze the financial impact of women in executive positions in German companies by examining the economic value added and exploring the effects of Environmental, Social, and Governance (ESG) factors and female supervisory board members on female board members. The results indicate that in the 200 largest German companies, the share of female executives increased between 2018 and 2022. Regardless of industry, female executives started at very low levels at around 4% in 2018; in 2022, this figure reached around 11%. Thereby, the financial sector showed the highest share of female executives at around 14% in 2022, and the industrial sector at around 9%. A closer look reveals that large companies have higher shares of female executives than smaller companies. Large companies show an average of 17% compared to small ones, and in 2022, only 8%. There is a positive correlation between the share of female supervisory board members and female executives, arguing that female supervisory board members seem to hire more female executives. Companies with more female executives tend to have lower ESG controversy scores, and companies with more female executives, measured by the economic value added, perform better financially than companies with few or no women. Companies with female executives show about 2 percentage points higher economic value added than those with the lowest share of females (no or few female executives). Thus, it seems that female executives matter and make a difference in companies.

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4

Shair-Rosenfield, Sarah, and Alissandra T. Stoyan. "Gendered Opportunities and Constraints: How Executive Sex and Approval Influence Executive Decree Issuance." Political Research Quarterly 71, no. 3 (January 5, 2018): 586–99. http://dx.doi.org/10.1177/1065912917750279.

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Do female executives exercise the authority of their office distinctly from their male counterparts? Anecdotal evidence suggests women legislators are likely to govern in a more consensual manner than men. Yet there has been little systematic research extending such claims to women in executive office. Using an original data set, we evaluate one aspect of policy agenda setting—rates of executive decree issuance—among four male–female pairs of Latin American presidents between 2000 and 2014. Female presidents are generally less prone to rule by decree, but this relationship is conditioned by presidential popularity. Female executives with high presidential approval ratings are less likely to rule via unilateral action than similarly popular male executives, but the gendered differences in decree issuance disappear when executives possess low approval ratings. Our findings have implications for understanding the potential benefits of feminine leadership styles for executive–legislative relations and good governance.

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5

Maini, Vandna. "Job Commitment of Women Executives." Management and Labour Studies 26, no. 4 (October 2001): 247–57. http://dx.doi.org/10.1177/0258042x0102600404.

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In the last few years, the number of women holding executive positions in India has greatly increased. The question that arises is how much commitment they have to their work in the face of their responsibilities to husband, home and children. A study made of 325 women executives in Ludhiana and Chandigarh revealed a significant relationship between marital status, salary drawn, age, work experience and job commitment. In many of these factors, the attitudes of the women were hardly different from those of men — a considerable change from the situation that previously prevailed both in India and the West.

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6

Kroska, Amy, and Trent C. Cason. "The Gender Gap in Business Leadership: Exploring an Affect Control Theory Explanation." Social Psychology Quarterly 82, no. 1 (January 8, 2019): 75–97. http://dx.doi.org/10.1177/0190272518806292.

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We use affect control theory (ACT) and its computer simulation program, Interact, to theoretically model the interactional dynamics that women and men business executives are likely to face in the workplace, and we show how these dynamics may contribute to the gender gap in business leadership. Using data from 520 simulated events and two analysis strategies, we use ACT to develop empirically grounded hypotheses regarding these processes. The simulations suggest that women executives face a wider range of situations that require gender deviance than men executives, many of which may be unavoidable (e.g., confronting an unreliable employee). They also suggest that observers will attribute negative characteristics to both women and men executives who engage in a gender-deviant action but that the characteristics attributed to gender-deviant women executives (e.g., ruthless, sadistic) move their identity further from the affective meaning of “an executive” than the characteristics attributed to comparably gender-deviant men executives (e.g., awestruck, gullible), patterns that are likely to make the path to and retention of business leadership positions more difficult for women. We also discuss how our approach could be used to theorize about interactional processes underlying other inequalities, including those based on race, ethnicity, class, sexual orientation, disability, and age.

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7

Borman, Janice S. "Women and Nurse Executives." JONA: The Journal of Nursing Administration 23, no. 10 (October 1993): 34–41. http://dx.doi.org/10.1097/00005110-199310000-00009.

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8

Giguère, Émilie, Mariève Pelletier, Karine Bilodeau, and Louise St-Arnaud. "Breaking through the glass ceiling, but at what cost? From transitions between hierarchical levels to the diversity of ascending, lateral, or descending career paths of women executives." Australian Journal of Career Development 32, no. 1 (March 15, 2023): 60–68. http://dx.doi.org/10.1177/10384162221141350.

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The present article proposes to broaden the understanding of the life courses of women executives to include an experiential perspective of meaning built around their different life projects. Our study is based on a qualitative approach employing narrative research methodology to analyze interviews with a sample of 51 women executives. Our findings reveal key experiences and events and a diversity of transitions between hierarchical levels that characterize their career development. They also show a number of possible configurations of rapprochement, integration, distancing, or separation between the different spheres of life and their influence on executive careers through ascending, lateral, or descending career paths. These findings contribute to a deeper insight into the complex career paths of women executives and underscore the value of including these different dimensions when considering guidance support strategies for this clientele.

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9

Osi, Enrico Cirineo, and Mendiola Teng-Calleja. "Women on top: the career development journey of Filipina business executives in the Philippines." Career Development International 26, no. 2 (February 15, 2021): 140–57. http://dx.doi.org/10.1108/cdi-05-2020-0132.

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PurposeThis paper aims to examine the experiences of Filipina women business executives occupying top-most leadership roles in male-dominated industries in the Philippines.Design/methodology/approachThis qualitative research utilized the institutional theory and a phenomenological approach with semi-structured interviews for data collection. The seven women executives were purposively selected and interviewed in-depth. Participants were renowned leaders in six male-dominated industries in the country.FindingsThree phases – growing up years, career advancement and raising a family and becoming and being the chief executive officer (CEO) tracked the career development journey of the Filipina women business leaders that participated in the study. Cultural, organizational and familial factors emerged as contextual dimensions at each phase that the women business executives needed to navigate in their journey to the top. Six sub-themes reflect challenges in their career progression – women as in-charge of households, expectations as mothers, limited representation in the boardroom, discrimination as women leaders, women not seen as leaders and husband's ego. Four other sub-themes served as enablers – equal opportunity culture, career pathing and diversity, male mentors/role models and enlightened husbands. The CEO's personal characteristics surfaced as a critical factor – spirituality, being competitive but not ambitious, speaks her mind, can-do attitude, accountability, openness to learn and continually re-invents self.Research limitations/implicationsThe participants only included top-most Filipina women business leaders. Implications to women executives' career development in organizations are discussed.Originality/valueThis current study contributes a proposed conceptual model in the understanding of the career development journey of Filipina women executives in the Philippines where recent findings found greater recognition of their work in the corporate setting as compared to more developed Asian countries.

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10

Bertrand, Marianne, and Kevin F. Hallock. "The Gender Gap in Top Corporate Jobs." ILR Review 55, no. 1 (October 2001): 3–21. http://dx.doi.org/10.1177/001979390105500101.

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Using the ExecuComp data set, which contains information on the five highest-paid executives in each of a large number of U.S. firms for the years 1992–97, the authors examine the gender compensation gap among high-level executives. Women, who represented about 2.5% of the sample, earned about 45% less than men. As much as 75% of this gap can be explained by the fact that women managed smaller companies and were less likely to be CEO, Chair, or company President. The unexplained gap falls to less than 5% with an allowance for the younger average age and lower average seniority of the female executives. These results do not rule out the possibility of discrimination via gender segregation or unequal promotion. Between 1992 and 1997, however, women nearly tripled their participation in the top executive ranks and also strongly improved their relative compensation, mostly by gaining representation in larger corporations.

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11

Denizci Guillet, Basak, Anna Pavesi, Cathy H. C. Hsu, and Karin Weber. "Is there such a thing as feminine leadership? Being a leader and not a man in the hospitality industry." International Journal of Contemporary Hospitality Management 31, no. 7 (July 8, 2019): 2970–93. http://dx.doi.org/10.1108/ijchm-06-2018-0486.

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Purpose The purpose of this study is to examine and discuss whether women executives in the hospitality industry in Hong Kong adopt a feminine, masculine or gender-neutral approach to leadership. Design/methodology/approach This study focuses on women with positional power in senior-level leadership roles within the hospitality and tourism industry in Hong Kong. A qualitative approach was taken to capture the multiple dimensions of these female executive’s leadership orientations. The participants included 24 women executives. Findings Participants’ representations show that women have a multitude of leadership styles that operate on three continua. Not all women executives display leadership orientations that adhere to their indigenous culture values. Individual differences or differences related to the organizational culture are still relevant. Research limitations/implications A low number of women in leadership positions in Hong Kong limited the selection process of participants. There might be a selection bias based on that the participants volunteered to participate in the research study and some declined. Findings are based on participants’ memory to reflect on their leadership styles. Originality/value Because of the traditional and conventional definitions of leadership, women leaders might feel that they should behave in a masculine way to be taken seriously as a leader. There is a need to understand whether women executives today manage to defeat these stereotypes and comfortably display a feminine approach to leadership. A culture that values and leverages feminine approaches in addition to masculine approaches is likely to have higher engagement and retention of women.

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12

Storch, Janet L. "Women Executives in Canadian Hospitals." Healthcare Management Forum 2, no. 3 (October 1989): 22–39. http://dx.doi.org/10.1016/s0840-4704(10)61224-0.

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Despite a high percentage of female graduates from health services administration (HSA) programs since the late 1970s, there is little evidence that the increase has translated into greater employment for women in the top positions in Canadian hospitals. Results of an analysis of data from a 1987 study of chief executive officers (CEOs) in Canadian hospitals are reported relative to difference by gender. These data show that women CEOs are better educated, more experienced, older and likely to be more mobile than their male counterparts. Several suggestions to increase the acceptance of women into top health administrative positions in hospitals are offered.

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13

Forbes, J. Benjamin, James E. Piercy, and Thomas L. Hayes. "Women executives: Breaking down barriers?" Business Horizons 31, no. 6 (November 1988): 6–9. http://dx.doi.org/10.1016/0007-6813(88)90016-x.

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14

Chen, Chenxuan, and Abeer Hassan. "Management gender diversity, executives compensation and firm performance." International Journal of Accounting & Information Management 30, no. 1 (December 7, 2021): 115–42. http://dx.doi.org/10.1108/ijaim-05-2021-0109.

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Purpose This paper aims to contribute to the discussion on the executives’ team and firm performance by investigating the relationships between executives’ compensation, management gender diversity and firm financial performance in growth enterprises market (GEM) listed firms in China. Design/methodology/approach Data are collected from 461 companies listed on GEM boards during the period from the year 2016 to 2018. Specifically, executives’ compensation and female executives are set as the independent variables, and the proxy selected of corporate performance is Tobin’s Q ratio. Findings The results show that the correlation between corporate performance and executive cash payment is not significant, while executives’ equity-based compensation shows a significant positive correlation with firm performance. In addition, the participation of female executives is negatively associated with firm performance. Research limitations/implications The results have practical implications for governments, policymakers and regulatory authorities, by indicating the importance of women to corporate success. In particular, the findings of this paper emphasize the specific background of GEM in China and provide empirical support for the value of women’s participation in corporate governance. In addition, the finding on the relationship between executive compensation and corporate performance of GEM listed companies provides guidance for the establishment of a performance compensation system of GEM listed companies in China. Originality/value This paper provides new evidence for the current literature of executive team and corporate performance. This is the first paper to adopt triangulation in theories from different disciplines including optimal contractual approach, managerial power approach as new perspectives of agency theory, upper echelons theory, motivational-hygiene theory and women leadership style theory. The results will contribute to provide guidance for enterprises to formulate an efficient compensation system and build a reasonable senior management team structure.

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15

Uppalury, Suma, and Kumar Bhaskar Racherla. "Social production in a collectivist culture." Gender in Management: An International Journal 29, no. 6 (July 29, 2014): 352–74. http://dx.doi.org/10.1108/gm-09-2012-0070.

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Purpose – This paper aims to study the relationship between structure and agency of Indian women executives in the area of work-life balance in a developing and globalized context. It examines social production in a collectivist culture. Design/methodology/approach – The approach is qualitative and interpretative. Semi-structured interviews of 105 senior women executives from major metropolitan cities in India (Delhi, Mumbai, Bangalore, Hyderabad and Chennai) form the rich data for this research. It uses sociological theories of McNay and Bourdieu to discuss the narratives of women executives. Findings – The agency of women executives in India is influenced by cultural meta-narratives of marriage and motherhood. They experience conflict in the home front and less at the work place. Their negotiations with their structures reveal a nuanced agency wherein they try to fit cultural roles and also seek self fulfillment in a career. Research limitations/implications – First, it includes women executives only from the corporate sector. Second, opinions expressed by women executives alone have been taken for this study and is not cross-validated by opinions of others. This study is also limited to socio-cultural roles and expectations from women executives. Other variables that affect agency are not examined. Practical implications – This study contributes to the understanding of how women executives, who have a greater agency, negotiate their structural constraints and how these actions contribute to social production. Social implications – It studies the societal impact of the agency of women executives in India. Originality/value – The study provides a theoretical insight into structure and agency of women executives in India and thus adds an Indian perspective to the gender discourse.

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16

Mueller, Marcus. "Gender Differences in the Impact of Worklife on Executives’ Psychological Health." Management 26, no. 1 (January 1, 2022): 79–92. http://dx.doi.org/10.2478/manment-2019-0085.

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Summary The Impact of Worklife on Executives’ Psychological Health Purpose: This is the first scientific research studying the impact of worklife factors on executives’ psychological health by gender. The study has a particular focus on the factors of ‘Community’ and ‘Work-life balance’. Design: Survey data were collected from N=481 senior executives to measure seven worklife factors and psychological health. Standardized regression analysis was performed for each worklife in a regression model predicting psychological health by gender. Findings: Results showed significant differences between female and male senior executives in the profiles of seven worklife factors in terms of their relationship with psychological health. ‘Work-life balance’ was the strongest predictor of female executives’ psychological health, ‘Values’ for male executives’ psychological health. ‘Community’ showed similar levels of association for both women and men. Originality/value: This research addresses the literature gap of large-scale, quantitative investigations into the psychology of senior executives. The results can be applied as a guide for organizational design, executive training and development programs accounting for differences by gender.

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17

Shin, Taekjin. "The Gender Gap in Executive Compensation." ANNALS of the American Academy of Political and Social Science 639, no. 1 (December 15, 2011): 258–78. http://dx.doi.org/10.1177/0002716211421119.

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While many studies have explored the issue of women’s representation among top management, little is known about the gender gap in compensation among those who reached the top. Using data on 7,711 executives at 831 U.S. firms, this study investigates social-psychological factors that explain the gender gap in executive compensation. Consistent with theories on social identity and demographic similarity effects, the gender gap in executive pay is smaller when a greater number of women sit on the compensation committee of the board, which is the group responsible for setting executive compensation. However, the presence of a female chief executive officer (CEO) is not associated with the compensation of female non-CEO executives working under the female boss. The findings highlight the need to study women’s representation on corporate boards.

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18

Agnihotri, Arpita, and Saurabh Bhattacharya. "Impact of female executives’ fraudulent behaviour on other women employees." International Journal of Organizational Analysis 28, no. 4 (December 19, 2019): 793–815. http://dx.doi.org/10.1108/ijoa-06-2019-1785.

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Purpose The purpose of this paper is to discuss the adverse impact of a female executive’s fraudulent behaviour on other female employees working in the same organisation. Design/methodology/approach This developmental study uses a comprehensive literature review and a set of propositions to identify the consequences of a female’s fraudulent activity on other female employees working in the focal organisation. It develops a conceptual framework for the same. Propositions are further supported by five focus group interviews. Findings Leveraging stigma-by-association theory, the paper asserts that fraud committed by one female executive in an organisation enhances discriminatory practices against other female employees in the organisation. The level of adverse impact is contingent on the seniority of the female executive committing the fraud, severity of the fraud, gender of the other female employees’ managers and diversity in culture in the organisation. Research limitations/implications This paper extends the stigma-by-association theory. In its original spirit, the theory describes how individuals who keep company with stigmatised individuals are also stigmatised. This study asserts that for this effect to take place, especially under fraudulent conditions, mere group affiliation, such as working in the same organisation, may cause an adverse effect on other women. Originality/value The paper is based on a rich conceptual and theoretical discussion that identifies the key consequences of a female executive’s fraudulent activity in an organisation. The study also conceptually establishes the moderating relationship between a female executive’s fraudulent activity and several key organisation-level variables.

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19

Flabbi, Luca, Claudia Piras, and Scott Abrahams. "Female corporate leadership in Latin America and the Caribbean region." International Journal of Manpower 38, no. 6 (September 4, 2017): 790–818. http://dx.doi.org/10.1108/ijm-10-2015-0180.

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Purpose Despite gender parity in the general working population, the higher up one looks in ranks within the firm the fewer women one finds. This under-representation of women in top positions at firms is purportedly even more acute in Latin America and the Caribbean (LAC). LAC is a large and increasingly important region of the world where women are well-represented in the workforce and are comparatively better educated than men. Documenting if this resource is utilized at full potential is therefore of crucial importance. The purpose of this paper is to document the level and impact of female representation at the executive level in the region, as no systematic study exists on this topic. Design/methodology/approach The authors collect an original database of publicly listed companies to determine prevailing gender ratios among board members and executives in LAC region. The authors then estimate whether companies with women board members are more likely to appoint women executives. Finally, the authors estimate whether measures of female leadership at the firm are correlated with company performance. Findings The authors find that women are as under-represented in LAC as in the USA, but much less so in the Caribbean. The authors find that companies with women board members are more likely to appoint women executives in LAC. The authors find that measures of female leadership at the firm are correlated with company performance but only regarding board membership and only when the proportion of women on the board is greater than 30 percent. Again composition effects are important. Overall, the authors conclude that the LAC region exhibits empirical regularities about under-representation of women in leadership positions at the firm that are very similar to those found for high-income countries in Europe and North America. Originality/value The authors are the first and so far unique systematic study exists able to document the level and impact of female representation at the executive level in the region.

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20

Collica-Cox, Kimberly, and Dorothy M. Schulz. "Of All the Joints, She Walks Into This One: Career Motivations of Women Corrections Executives." Prison Journal 98, no. 5 (August 21, 2018): 604–29. http://dx.doi.org/10.1177/0032885518793952.

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While the number of female corrections executives is small, there is evidence that those moving up the ranks in this highly male-dominated field continue to grow. The present study, conducted with support from the Association of Women Executives in Corrections (AWEC), found that 18% of state corrections agencies were led by women. While women corrections executives’ motivations for entering the field were diverse, they centered primarily on pay and benefits. Notably, most women executives entered the corrections field unexpectedly and found they had an instant attraction to the work and did not regret their decision to stay.

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21

Nelson, Debra L., and Ronald J. Burke. "Women executives: Health, stress, and success." Academy of Management Perspectives 14, no. 2 (May 2000): 107–21. http://dx.doi.org/10.5465/ame.2000.3819310.

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22

Coffey, Betty S., and Stella E. Anderson. "Career Issues for Women Association Executives." Cornell Hotel and Restaurant Administration Quarterly 39, no. 1 (February 1998): 34–39. http://dx.doi.org/10.1177/001088049803900106.

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23

Harris, Dawn, and Peter Norlander. "Where the Glass Ceiling Cracks: Features of Organizations Where Women Rise to the Top." Advancing Women in Leadership Journal 42 (April 4, 2023): 23–33. http://dx.doi.org/10.21423/awlj-v42.a363.

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Tracking a subset of firms with 20 percent or greater representation of women in top executive roles in the year 2000, we report that these firms continue to have a higher than average percentage of women in top executive roles in 2015. Gaps in the pipeline, even at these best practice firms, suggest more needs to be done to ensure a steady flow of future women leaders. Executives at these best practice firms report that sponsorship from top leadership has been key to their high levels of women in senior roles. We discuss the implications of these findings for the progress of women in the pipeline and argue that firm-level commitments to diversity by top corporate leaders are essential for further progress.

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24

Annesley, Claire, and Susan Franceschet. "Gender and the Executive Branch." Politics & Gender 11, no. 04 (December 2015): 613–17. http://dx.doi.org/10.1017/s1743923x15000446.

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The executive branch of government constitutes the pinnacle of political power. In principle, presidents and prime ministers, along with their cabinets, set the policy agenda, debate, and deliberate policy initiatives; introduce legislation; and oversee the implementation of public policies. Executives are the most visible political actors, representing the public “face” of government. Until very recently, executives were also the most masculinized of political institutions, with women absent entirely from the position of prime minister or president until the 1960s, and, at least until the last decade, holding only a small number of posts in cabinet. Yet one of the most striking global trends in recent years is the growing number of women elected to the post of prime minister or president: at the time of writing there are 12 countries where a woman occupies the top political office. A growing number of women are also being appointed cabinet ministers and, in some cases, to some of the most traditionally masculine posts. It is common today to define “parity” cabinets as those where women hold between 40% and 60% of ministerial portfolios. With that definition, countries as different as Spain, Bolivia, Sweden, and South Africa have had gender parity in cabinet. What is more, women's presence in cabinet is now a firmly established norm. Among the first questions raised by commentators after a newly elected president or prime minister announces her cabinet are, how many women were appointed? To which portfolios were they assigned?

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Basdekis, Charalampos, Ioannis Katsampoxakis, and Konstantinos Anathreptakis. "Women’s Participation in Firms’ Management and Their Impact on Financial Performance: Pre-COVID-19 and COVID-19 Period Evidence." Sustainability 15, no. 11 (May 27, 2023): 8686. http://dx.doi.org/10.3390/su15118686.

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At a time when gender equality is a key priority of all international organizations, this paper can be considered a remarkable contribution to the role of women executives in firms’ performance. More specifically, this study focuses on the effect of women holding positions of responsibility on firms’ performance worldwide. For the purposes of our research, we applied cross-sectional and panel data analysis for all sectors at an international level from 2019, the year preceding the breakout of the pandemic crisis, to 2021, while the indicators used to measure the participation of women in executive positions are classified as ESG indices. The empirical analysis findings end up showing that the participation of women in executive positions positively affects firms’ performance over time, while there is no material change observed before and during the COVID-19 pandemic period. More specifically, when the percent of women processing job positions of responsibility increases by 10%, then the index of profitability will increase from 1.4% to 1.8%, regardless of the measurement of female participation in executive positions used. The results of this study constitute a remarkable contribution to the promotion of the creative economy, the progress of societies, and sustainable development. The research’s outcome can be primarily used by policymakers drawing up policies for achieving gender equality in the labor market and workplaces and by shareholders and firms’ managers in order to trust females in executive positions in favor of their firms’ financial performance. The current study is unique in that it focuses on the period before and during the COVID-19 period, as a period of high volatility in economic activity worldwide, while the sample includes firms from large and mid-cap companies belonging to developed and emerging markets. The above approach will contribute to providing more credible information related to the role of women executives in firms’ performance.

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26

Beckwith, Karen. "Before Prime Minister: Margaret Thatcher, Angela Merkel, and Gendered Party Leadership Contests." Politics & Gender 11, no. 04 (December 2015): 718–45. http://dx.doi.org/10.1017/s1743923x15000409.

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Given that most national executives have been men, it is a commonplace to observe that access to executive power is gendered. Men have historically served as heads of government, and few women have been presidents or prime ministers. Women's numbers are increasing, however, as is research focusing on women who have achieved national executive leadership (e.g., Jalalzai 2013; Murray 2010). Such research has emphasized women's individual resources and credentials, family background, and political experience as factors contributing to their political success; research focusing on the strategic and institutional structural factors that contribute to this success has been rare.

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27

Dubno, Peter. "Attitudes Toward Women Executives: A Longitudinal Approach." Academy of Management Journal 28, no. 1 (March 1985): 235–39. http://dx.doi.org/10.5465/256072.

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King, Stephen. "Women Executives: Who Cares for the Carers?" Management Development Review 7, no. 3 (June 1994): 30–32. http://dx.doi.org/10.1108/09622519410060410.

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29

Domingo-Tapales, Proserpina. "Women Local Chief Executives in the Philippines." Teaching Public Administration 18, no. 2 (September 1998): 1–17. http://dx.doi.org/10.1177/014473949801800201.

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30

Sunder, Joyce. "Challenging Role of Women Executives - a Perspective." Ushus - Journal of Business Management 1, no. 1 (January 1, 2002): 14–19. http://dx.doi.org/10.12725/ujbm.1.2.

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In this article the author highlights how women face strong prejudices and discrimination at every stage of their professional career. Thus recommends and calls for major alterations in the deepest and psychological structures instead of the slow subtle changes.

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31

Philippidis, Alex. "Top 10 Earners among Women Biopharma Executives." Genetic Engineering & Biotechnology News 40, no. 7 (July 1, 2020): 22–24. http://dx.doi.org/10.1089/gen.40.07.06.

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32

Dubno, P. "ATTITUDES TOWARD WOMEN EXECUTIVES: A LONGITUDINAL APPROACH." Academy of Management Journal 28, no. 1 (March 1, 1985): 235–39. http://dx.doi.org/10.2307/256072.

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33

Palmer, Alison, and Anita Bosch. "What makes representation of executive women in business happen?" Equality, Diversity and Inclusion: An International Journal 36, no. 4 (May 15, 2017): 306–20. http://dx.doi.org/10.1108/edi-09-2016-0071.

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Purpose The purpose of this paper is to identify the underlying organisational features, according to the gendered organisation theory, that have contributed to high levels of representation of women executives, contrary to the trend in the South African financial services industry. Design/methodology/approach A critical realist approach was employed, using semi-structured interviews, based on a theoretical framework of the gendered organisation. Data were aligned to the theoretical levels of critical realism. Findings The research found that the pool from which the successful candidates were appointed was influenced by two features. The first was the perceived attractiveness of the organisation as an employer, composed of organisational prestige, opportunity for altruism, and the sex of the CEO. The second was the role of the CEO as gatekeeper, most notably the CEO’s network and the impact of the similar-to-me paradigm during selection. Originality/value The utilisation of critical realism as an approach allowed for organisational features embedded in the theory of the gendered organisation to be identified and gives an indication of how the number of women at executive management level may be increased. The salient factors are the role the woman CEO played in the inclusion of more women at the executive level by virtue of her being a woman, and the attractiveness of the organisation to women employees. Organisational features identified were gendered towards the feminine.

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34

Shawn, Hyuk. "What is the role of women in the BOD?: A focus on the financial industry." Academic Society of Global Business Administration 20, no. 3 (June 30, 2023): 158–77. http://dx.doi.org/10.38115/asgba.2023.20.3.158.

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The role of female executives is becoming increasingly important as the gender composition of the workforce shifts and stakeholders, including consumers, become more diverse. In general, female CEOs, CFOs, and other female executives help to improve corporate governance by increasing board diversity, which in turn helps to increase transparency. This study focuses on the financial industry (banking, insurance, and securities), with a focus on publicly traded companies from 2020 to 2022. While the proportion of female registered directors has been increasing in recent years, it is still significantly below the European Union's recommended ratio. In addition, I examine the characteristics of financial firms that appoint women executives and find that there is no special propensity for the appointment of women executives other than the size of the board of directors. In addition, while previous studies have shown that women's prudent decision-making is closely related to financial conservatism, this study found no significant association between female executives and conservatism in the Korean financial industry, but rather a significant association between female executives and capital share. This study shows that female executives in the financial industry are formally selected in proportion to the size of the company and the size of the board, but it is significant in that I shed light on the new motivation and the role of female executives.

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35

Oyster, Carol K. "Perceptions of Power." Psychology of Women Quarterly 16, no. 4 (December 1992): 527–33. http://dx.doi.org/10.1111/j.1471-6402.1992.tb00273.x.

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This research examined the perceived use of power by women executive's best and worst bosses. Using a new methodology to measure French and Raven's (1959) and Raven's (1965) power bases, members of the National Association of Female Executives responded to a survey in which they evaluated the power bases of their best and worst bosses. Male bosses were more likely than female bosses to be identified as the worst boss, whereas females and males were equally likely to be identified as the best boss, although these women probably had far more male than female bosses.

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36

Zhang, Xuanning. "Reasons for the Low Percentage of Female Executives in Asian Workplaces." Communications in Humanities Research 26, no. 1 (January 3, 2024): 202–8. http://dx.doi.org/10.54254/2753-7064/26/20232059.

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The underrepresentation of women in executive positions within the Asian workplace has garnered significant attention and concern within social circles. Despite the substantial economic advancements witnessed throughout Asia in recent years, there persists a prevalent issue concerning the limited status and participation of women inside the workforce. This study aims to examine the causes contributing to the underrepresentation of women in executive positions, specifically focusing on political, educational, and socio-cultural aspects. The research will employ various methods, including literature analysis, data comparison, and exposition. The examination and comparison of data from other foreign countries provide more evidence to support the notion that there remains potential for enhancement in the representation of female CEOs within the Asian workplace. The research presented in this paper aims to highlight the complexity of the issue surrounding women's low status and limited participation in the workplace. It emphasizes the need for collaborative efforts from all sectors of society to address this problem. The study specifically focuses on the social factors contributing to the low proportion of female executives in the Asian workplace. Enhancing the status and engagement of women, as well as attaining gender equality within the workplace, can be facilitated by implementing various strategies. These include challenging conventional mindsets, expanding educational and professional prospects for women, optimizing corporate frameworks and decision-making processes, and advocating for the establishment and enforcement of policies and legislation pertaining to gender parity.

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37

Dyer, M. Renee. "Women in Finance: Advice from Female Finance Executives." Applied Economics and Finance 11, no. 1 (February 27, 2024): 13. http://dx.doi.org/10.11114/aef.v11i1.6770.

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Women in the finance industry create a needed balance for corporations that can improve firm outcomes. Even with this knowledge, women are still underrepresented in the finance industry. This study is about the factors that lead women into the finance industry and those that discourage them from a career in finance. Interviews with ten women currently working in different sectors of the finance industry uncover the motives that lead them to careers in finance and areas that need to be addressed to encourage more women to choose finance as a college major and a career.

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38

Matsa, David A., and Amalia R. Miller. "Chipping away at the Glass Ceiling: Gender Spillovers in Corporate Leadership." American Economic Review 101, no. 3 (May 1, 2011): 635–39. http://dx.doi.org/10.1257/aer.101.3.635.

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This paper examines the role of women helping women in corporate America. Using a merged panel of directors and executives for large US corporations between 1997 and 2009, we find a positive association between the female share of the board of directors in the previous year and the female share among current top executives. The relationship's timing suggests that causality runs from boards to managers and not the reverse. This pattern of women helping women at the highest levels of firm leadership highlights the continued importance of a demand-side “glass ceiling” in explaining the slow progress of women in business.

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39

Martínez V., Griselda. "Women executives facing the challenges of modern management." Gestión y Estrategia 13 (January 1, 1998): 70–78. http://dx.doi.org/10.24275/uam/azc/dcsh/gye/1998n13/martinez.

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40

Parcel, Toby L. "Competing Devotions: Career and Family among Women Executives." Administrative Science Quarterly 51, no. 2 (June 2006): 308–10. http://dx.doi.org/10.2189/asqu.51.2.308.

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Athey, Leslie A., and Peter A. Kimball. "How Women and Men Executives Perceive Healthcare Workplaces." Journal of Healthcare Management 65, no. 5 (September 2020): 307–17. http://dx.doi.org/10.1097/jhm-d-20-00179.

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42

Beck, D. "EEO in senior management: Women executives in Westpac." Asia Pacific Journal of Human Resources 43, no. 2 (August 1, 2005): 273–88. http://dx.doi.org/10.1177/1038411105055063.

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43

Riley, Kathryn A., and Judy White. "Pathways to leadership: Issues for women chief executives." Public Money & Management 14, no. 3 (July 1994): 39–43. http://dx.doi.org/10.1080/09540969409387827.

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44

Takagi, Haruo. "Aspirations of Women Executives: A U.S.-Japan Comparison." Japanese Economic Studies 17, no. 2 (December 1988): 23–47. http://dx.doi.org/10.2753/jes1097-203x170223.

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45

Collica-Cox, Kimberly, and Dorothy M. Schulz. "Women Wardens and Correction Executives: Paths to Leadership." Corrections 4, no. 2 (November 8, 2017): 89–111. http://dx.doi.org/10.1080/23774657.2017.1389317.

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46

Patel, Sonal J., and Brian H. Kleiner. "THE PRICE CORPORATIONS MUST PAY FOR WOMEN EXECUTIVES." Equal Opportunities International 9, no. 2 (February 1990): 9–12. http://dx.doi.org/10.1108/eb010527.

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47

Everett, Linda, Debbie Thorne, and Carol Danehower. "Cognitive moral development and attitudes toward women executives." Journal of Business Ethics 15, no. 11 (November 1996): 1227–35. http://dx.doi.org/10.1007/bf00412821.

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48

Jasper, Cynthia R. "Women executives and business owners: A new philanthropy." New Directions for Philanthropic Fundraising 2005, no. 50 (2005): 55–68. http://dx.doi.org/10.1002/pf.128.

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49

Akpinar-Sposito, Cansu. "Career Barriers for Women Executives and the Glass Ceiling Syndrome: The Case Study Comparison between French and Turkish Women Executives." Procedia - Social and Behavioral Sciences 75 (April 2013): 488–97. http://dx.doi.org/10.1016/j.sbspro.2013.04.053.

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50

Guedjali, Assia. "Careers of Algerian Women Managers: The Psychological Drivers of Discrimination in Professional Careers." Business Ethics and Leadership 7, no. 2 (2023): 1–8. http://dx.doi.org/10.21272/bel.7(2).1-8.2023.

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Today, the texts governing the Algerian economy claim equality between men and women in the labour market: no training, no profession, and no position of responsibility is legally closed to women. Algerian law prohibits all discrimination in hiring and career development. The imbalance has even been reversed in one essential respect: women are entering the university field more than men and are more successful. However, they account for only 19% (ONS, 2020) of the working population and are still only marginally present in positions of responsibility in the public and private sectors. However, this progressive and constant access of women to so-called ‘male’ bastions has led to the emergence of a professional category, namely female managers. The reason that led us to choose this research object is the desire to understand and apprehend the professional pathway of this category of women (executives), to attempt, through professional and family representations and perceptions, to understand the identity construction of women occupying executive positions. In this perspective, empirical research built on a qualitative approach, based on semi-directive interviews with 20 women executives working in a public paramilitary institution, appeared relevant. This research aimed to understand the career path through the professional experiences of women managers insofar as it highlighted professional trajectories interacting with family life and different professional rhythms in terms of career. More generally, how women managers in this institution articulate their private and professional life and place them in an organisational context. In this sense, studying the practices and social representations of women managers means understanding the codes, values, and ideologies that women’s work occupies in Algerian society as a whole and this paramilitary institution.

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