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On June 23, 2008, President George W. Bush nominated Ann Dunwoody as a four-star general in the US Army-the first time a woman had ever achieved that rank. The news generated excitement around the world. Now retired after nearly four decades in the Army, Dunwoody shares what she learned along the way, from her first command leading 100 soldiers to her final assignment, in which she led a 60 billion enterprise of over 69,000 employees, including the Army's global supply chain in support of Iraq and Afghanistan. What was the driving force behind Dunwoody's success? While her talent as a logistician and her empathy in dealing with fellow soldiers helped her rise through the ranks, Dunwoody also realized that true leaders never stop learning, refining, growing, and adapting. In A Higher Standard, Dunwoody details her evolution as a soldier and reveals the core leadership principles that helped her achieve her historic appointment. Dunwoody's strategies are applicable to any leader, no matter the size or scope of the organization. They include lessons such as "Never Walk by a Mistake," a mandate to recognize when something is wrong, big or small, and to hold people accountable. Not only can this save billions for industry, it can sometimes save the lives of soldiers and citizens. She also advises that "Leaders Aren't Invincible-Don't Try to Be": to be our best, we have to acknowledge our worst. And she encourages readers to "Leverage the Power of Diversity" by creating teams of people from different backgrounds to provide a broad range of ideas and devise the best-informed decisions. With these and other guiding principles, A Higher Standard offers practical, tactical advice that everyone can use to lead and achieve with maximum success.
This book provides research-based evidence within the Competing Values Framework to examine women's leadership styles, demonstrate their suitability for senior management positions, and show how employers must embrace women in leadership roles in order for their companies to be diversified and globalized. There is abundant proof that women in senior positions can make boardrooms "smarter" and companies more successful. And with a mastery of transformational and transactional roles, women possess a far larger behavioral repertoire to deal with stress than men—an advantage in any crisis situation. Even so, the glass ceiling still exists. Developing Women Leaders in Corporate America: Balancing Competing Demands, Transcending Traditional Boundaries focuses on the research-based Competing Values Framework (CVF), an organizing schema that enables leaders to assess empirically personal strengths and weaknesses, and analyze and manage organizational situations. Each chapter showcases concrete evidence of women's ability to succeed at the top levels of management and their skills that add value to employers, and then utilizes CVF to pinpoint specific challenges for women leaders and identify practical strategies for success. This book will enable women leaders and managers, employers, company executives, leadership development consultants, business educators, HR directors, and trainers to reduce stereotyping associated with women in male-populated careers. The author also explains why women, more than men, possess characteristics that help ensure success in international assignments.
"Latin America, with its history of female heads of state, seems to be a rising global leader in terms of notable women in top-level leadership roles. What is the region's secret sauce? Does this phenomenon translate to the empowerment of women throughout Latin American societies? And are women rising to the top across sectors?"--Publisher's description.
American women attain more professional success than most of their counterparts around the world, but they lag surprisingly far behind in the national political arena. Women held only 15 percent of U.S. congressional seats in 2006, a proportion that ranks America behind eighty-two other countries in terms of females elected to legislative office. A compelling exploration of this deficiency, TheMotherless State reveals why the United States differs from comparable democracies that routinely elect far more women to their national governing bodies and chief executive positions. Explaining that equal rights alone do not ensure equal access to political office, Eileen McDonagh shows that electoral gender parity also requires public policies that represent maternal traits. Most other democracies, she demonstrates, view women as more suited to govern because their governments have taken on maternal roles through social welfare provisions, gender quotas, or the continuance of symbolic hereditary monarchies. The United States has not adopted such policies, and until it does, McDonagh insightfully warns, American women run for office with a troubling disadvantage.
Throughout Latin America and the Caribbean, women are working to help new grassroots leaders empower themselves in their communities; to develop new leadership skills; and to restructure their organizations. The articles in this book from UNIFEM offer practical examples of their work.
A powerful call-to-action for gender equity that offers 10 key lessons for women aspiring to a leadership role—be it in politics, business, law, or their local community. Featuring words of wisdom from female leaders like Hillary Clinton and Theresa May, this empowering study reads like a You Are a Badass volume on world leadership. Women make up fewer than 10% of national leaders worldwide. Behind this eye-opening statistic lies a pattern of unequal access to power. Through conversations with some of the world’s most powerful and interesting women—including Jacinda Ardern, Hillary Rodham Clinton, Christine Lagarde, Michelle Bachelet, and Theresa May—Women and Leadership explores gender bias and asks why there aren’t more women in leadership roles. Speaking honestly and freely, these women talk about having their ideas stolen by male colleagues, what it’s like to be called fat or a slut in the media, and what things they wish they had done differently. The stories they tell reveal vividly how gender and sexism affect perceptions of women as leaders. Using current research as a starting point, Julia Gillard and Ngozi Okonjo-Iweala—both political leaders in their own countries—analyze the lived experiences of these women leaders. The result is a rare insight into life as a leader and a powerful call to arms for women everywhere.
This volume assesses one of the most important developments in contemporary Latin American women's movements: the engagement with rights-based discourses. Organised women have played a central role in the continued struggle for democracy in the region and with it gender justice. The foregrounding of human rights, and within them the recognition of women's rights, has offered women a strategic advantage in pursuing their goals of an inclusive citizenship. The country-based chapters analyse specific bodies of rights: rights and representation, domestic violence, labour rights, reproductive rights, legal advocacy, socio-economic rights, rights and ethnicity, and rights, the state and autonomy.
Women and Leadership, edited by George R. Goethals and Crystal L. Hoyt of the Jepson School of Leadership Studies at the University of Richmond, is a compact collection of thoughtful essays by experts on leadership theory as well as women’s history. Women and Leadership has been designed to help students and citizens who want a more nuanced explanation of what we know about women as leaders, and about how they have led in different fields, in different parts of the world, and in past centuries. It includes twenty biographies of women leaders in many different domains—not only politics but also education, fashion, sports, and social and environmental movements.