An Exploratory Cross‐country Analysis of Gendered Institutions

Staveren, Irene van

doi:10.1002/jid.1850

Cited by 20 publications

(14 citation statements)

References 37 publications

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“…Such a journey is not only a matter of ambition, but also of (self-) perceived ability. Only one female respondent recounted "defining moments" of their leadership that predate their career, echoing literature on gendered patterns of career-relevant experiences (e.g., Fitzsimmons et al, 2014;van Staveren, 2013). Hence, female leadership candidates face two barriers early on: Others may presume that they have fewer relevant experiences and would not consider them as a serious candidate (Rowley, Lee, & Lan, 2015), and women may struggle to see their own ability, leading them to underrate their own leadership performance (Paustian-Underdahl et al, 2014).…”

Section: Recommendation For Aspiring Female Ceos: Take Active Ownermentioning

confidence: 87%

“…At the personal level, limited access to career relevant experiences in childhood, adolescence, and in organizations leads to ongoing limitations in access to resources throughout women's careers (van Staveren, ). Certain behaviors typically observed more in women are also said to undermine their career chances, such as disinclination to self‐promote (Budworth & Mann, ), limiting volubility (i.e., the time spent talking; Brescoll, ) and invisibility (i.e., “states of exclusion” or difference because of a lack of women in leadership roles; Stead, ).…”

Section: Facilitators and Barriers To Women's Career Progression: Conmentioning

confidence: 99%

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Claiming the corner office: Female CEO careers and implications for leadership development

Athanasopoulou

Moss-Cowan

Smets

et al. 2017

Human Resource Management

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Drawing on evidence from a unique data set of in‐depth qualitative interviews with 12 female CEOs (and 139 male CEOs) of global corporations, we explore what enables some women to become CEOs. By drawing on our data from male and female CEOs, we set the scene by comparing the advice they would give to young women as they start their careers. We then focus the rest of our article on the experiences and career trajectory of the 12 female CEOs. We make three theoretical contributions: We identify, at the individual level, how women can take active ownership of their careers as part of a self‐acceptance process; how they can embrace gynandrous leadership as part of a self‐development process where both feminine and masculine leadership behaviors are embraced, with the feminine being dominant to help move beyond gender stereotypes, and finally, how they translate leadership—rather than combine—gender‐based behaviors as part of a self‐management process to develop their unique leadership style. For each of these theoretical contributions at the individual level, we also provide two practical recommendations for HR practice and policy, one relating to the intraorganizational context and the second having institutional‐level implications. We conclude by discussing implications for future research.

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Section: Recommendation For Aspiring Female Ceos: Take Active Ownermentioning

confidence: 87%

Section: Facilitators and Barriers To Women's Career Progression: Conmentioning

confidence: 99%

Claiming the corner office: Female CEO careers and implications for leadership development

Athanasopoulou

Moss-Cowan

Smets

et al. 2017

Human Resource Management

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“…Financial asset accumulation is often upheld as an important mechanism for empowerment based on asset theory (Sherradan, 1991). In relation to the third shared aspect of empowerment definitions, financial assets are theorized to provide women increased agency to make decisions in their lives.…”

Section: Making Sense Of Women's Empowermentmentioning

confidence: 99%

“…Ultimately, women’s and girls’ access to assets—physical or social—is necessary but not sufficient to achieve empowerment (Padgett & Warnecke, 2011; Staveren, 2011). A critical factor in girls’ ability to utilize these resources to improve their lives and those of others relies also on institutional willingness to provide equal opportunity and access.…”

Section: Residential Care In Haitimentioning

confidence: 99%

Claiming Space: Implications of Girls’ Access to Space in a Haitian Residential Care Facility

Vinciguerra

2018

Affilia

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The following study qualitatively explores how teen girls' access to space and assets at a Haitian residential care facility changed 2 years after the implementation of a girls' empowerment program called Fi Ki Fò ("strong girl" in Haitian Creole). Based on focus groups conducted with program participants (n ¼ 17) and program teachers (n ¼ 6), the study found that the Fi Ki Fò program increased access to physical spaces which has had implications for teenage girls' individual and collective asset accumulation. The study also revealed that the addition of a program focused on women and girls, implemented later in the institutional life of the care facility, caused tensions with boys living on the property. The findings suggest that, while girls experienced clear benefits from the program, the lack of a supportive institutional structure and a gender transformative approach inhibited more fully realized empowerment.

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“…Overall, it has been pointed out that informal and formal institutions, such as social norms as well as the legal and political context, have a crucial role in mediating employment effects on women's empowerment (e.g. Elson, 1999;van Staveren, 2013). A high growth elasticity of employment might be triggered by the take up of 'survival' jobs -jobs taken out of dire economic need rather than 'career' jobs, i.e.…”

Section: Access To Paid Jobs Not Necessarily Empoweringmentioning

confidence: 99%