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The purpose of the qualitative hermeneutic phenomenological study was to explore the influence of leadership development or succession-planning programs upon women's progression to high-level positions and their continued success in the executive ranks. A qualitative methodology provided a detailed and rich understanding of the experiences of women in high-level leadership from the perspectives of women who have experienced leadership development or succession-planning programs. Twenty women in high-level leadership positions employed in for-profit organizations in the eastern United States were the focus of the study. The results revealed that while some aspects of the programs were effective, upon promotion to their high-level positions, most of the women leaders expressed a lack of preparation for their high-level positions. Key issues the women executives indicated were missing in existing leadership development and succession-planning programs were (a) on-the-job training, (b) lack of mentors, and (c) job rotation.
Increasingly, albeit in small numbers, women are overcoming the forces that have prevented qualified women from entering the executive suites of organizations. However, very little is known about the strategies for overcoming gendered obstacles and reaching senior executive roles, particularly in male-dominated fields. In Solving for X in the Y Domain, sixteen women who are leaders in the fields of science, technology, engineering, and mathematics (STEM) describe their experiences with overcoming gender-based barriers to reaching senior-level leadership positions, and they share these strategies and skills with other aspiring women. This study adds a new dimension to the body of knowledge by describing womens strategies, behaviors, and skills for overcoming gender bias and backlash, with the differentiating aspect of this study being a focus on women who have empowered themselves to seek and to find strategies and behaviors that enabled them to surmount the specific obstacles they encountered. Their detailed accounts incorporate extensive layers of situational facts as well as their feelings, impressions, perceptions, thoughts, and reactions. Women leaders experiences in the use of buffering behaviorsself-management, impression management, political skill, and performanceprovide a template of behaviors to successfully mitigate the effects of gender-based barriers. These inspiring professional women did not give up, they did not quit, and they were tenacious in the face of disheartening and demoralizing situations. On occasion they become discouraged, angry, incensed, and frustrated. However, they continued to direct their energies and their intellects toward solving for X in the Y domain.
Talented women continue to have difficulty advancing their careers in organizations wordwide. Organizations and their cultures were created by men, for men and reflect the wider patriarchal society. As a consequence, some women are disadvantaged and fa
"At the heart of the authors' analysis is the metaphor they propose to replace the outdated idea of the glass ceiling: the labyrinth. This new concept better captures the varied challenges that women face as they navigate indirect, complex, and often discontinuous paths toward leadership."--BOOK JACKET.
There was a time when crises on college and university campuses were relatively rare and episodic. Much has changed, and it has changed quite rapidly. Drawing upon original research, Crisis Leadership in Higher Education presents a theory-informed framework for academic and administrative leaders who must navigate the institutional and environmental crises that are most germane to institutions of higher education.
This book is a printed edition of the Special Issue "Perspectives on Women’s Higher Education Leadership from around the World" that was published in Administrative Sciences
This volume is composed chiefly of papers first presented and discussed at the Research Symposium on Feminist Phenomenology held November 18-19, 1994 in Delray Beach, Florida. Those papers have been revised and expanded for publication in the present volume and several essays have been added. We would like to thank very much all the participants in the symposium, including the session chairs and others in attendance, whose interest and enthusiasm contributed greatly. The symposium and this volume, including the name for it, were conceived of by Lester Embree, who also arranged sponsorship, local arrangements, and publication through the William F. Dietrich Eminent Scholar Chair at Florida Atlantic University and the Center for Advanced Research in Phenomenology, Inc. The invitees were decided upon jointly. Linda Fisher has been chiefly responsible for the editing and the preparation of the camera-ready copy. Linda Fisher Lester Embree Acknowledgments The editing and preparation of this volume has spanned several cities and two continents and I am indebted to many people from each place.
BETTER BALANCE LEADS TO BETTER BUSINESS RESULTS Successful organizations of the future will be led by fully engaged, balanced teams of men and women working together synergistically to produce extraordinary results. Studies prove that organizations with a greater number of women in senior executive roles are more profitable, have greater market share, and are better able to compete and grow. Businesses with fewer women leaders are just plain leaving money on the table. Yet even in the twenty-first century, women are still not equally represented in leadership. In her groundbreaking new book, leadership expert Rebecca Shambaugh argues that business leaders need to embrace and leverage the broader spectrum of gender intelligence that fosters a balanced leadership perspective and yields better business results. Make Room for Her reveals: What an "Integrated Leadership" model looks like Why the Integrated Leadership approach is powerful--and sustainable What organizations, men, and women can do to harness the unique qualities of men and women How to ensure female talents don't go unnoticed Make Room for Her provides firsthand advice from men on how women can grow and advance to the senior leadership and executive levels, and it offers a female's perspective on how men can best coach and support them in doing so. Featuring interviews with more than 50 top executives as well as case studies based on Shambaugh's work coaching hundreds of women and men leaders, Make Room for Her is essential reading for anyone who hopes to lead an organization to greatness. "Make Room for Her delivers the essential message of Integrated Leadership to leaders at every level of every organization. This indispensable handbook delivers a new model for the organization of the future." -- FRANCES HESSELBEIN, President and CEO, The Frances Hesselbein Leadership Institute "Rebecca Shambaugh's extremely informative, entertaining, and insightful new book is aimed at both a male and female audience. It succinctly describes business leadership models that drive top performance in organizations, as well as proactive steps female executives can take to assume responsibility for their careers and become a significant part of the leadership equation." -- KAREN BECHTEL, Managing Director, The Carlyle Group "Diversity is about more than values and culture--it's also about taking action. Shambaugh provides a road map to cultural change with practical stops along the way for employees of both genders." -- SYLVIA ANN HEWLETT, Economist and CEO, Center for Talent Innovation "Make room to read Rebecca Shambaugh's new book on Integrated Leadership. It will cause you to rethink the leadership model your organization follows and provide you with clear strategies for integrating the best of both men and women leaders to drive performance." -- DOTTIE BRIENZA, Chief Diversity Officer and Executive Talent Leader, Merck "Rebecca Shambaugh's years of strategic leadership development, her extensive study of current business trends, and her real-world interactions with industry leaders have given her extraordinary insight into the importance of increasing women’s senior leadership roles." -- JOHN B. VEIHMEYER, Chairman and Chief Executive Officer, KPMG LLP
The Journal of School Leadership is broadening the conversation about schools and leadership and is currently accepting manuscripts. We welcome manuscripts based on cutting-edge research from a wide variety of theoretical perspectives and methodological orientations. The editorial team is particularly interested in working with international authors, authors from traditionally marginalized populations, and in work that is relevant to practitioners around the world. Growing numbers of educators and professors look to the six bimonthly issues to: deal with problems directly related to contemporary school leadership practice teach courses on school leadership and policy use as a quality reference in writing articles about school leadership and improvement.
The subject of leadership and managerial psychology exists as a sub-branch of psychology within the fields of industrial and organizational psychology. There still appears to be ongoing debate regarding the core pathology for gaining managerial expertise in professional roles relative to having suitable leadership skills and managerial knowledge beyond the direct daily work involved in organizations. Professional organizations inherently include varied levels of sensitive human interactions, which further necessitates their management professionals to have leadership styles that are adjustable contingent on a given situation. Relative to this edited book, managerial psychology is being utilized in a way that may subsequently seek to develop a series of scientific theory principles where the focus is to develop managerial axioms that advance contemporary existing knowledge surrounding professional management logic. The Handbook of Research on Multidisciplinary Perspectives on Managerial and Leadership Psychology provides value uncovered by a collaboration of generalists and specialists who bring professional managerial and leadership opinions to light through narratives and research inclusive of fundamental theory principles that can be applied in practice and academia. This edited reference is focused on the enhancement of management research through managerial psychology while highlighting topics including business process knowledge, management in diverse discipline situations and professions, corporate leadership responsibility, leadership of self and others, and leadership psychology in a variety of different fields of work. This book is ideally designed for leadership and management professionals, academicians, students, and researchers in the fields of knowledge management, administrative sciences and management, leadership development, education, and organization development sub-branches or specialty practices.