Do Gender Differences in Preferences for Competition Matter for Occupational Expectations?

Kleinjans, Kristin J.

doi:10.2139/ssrn.1261840

Cited by 28 publications

(31 citation statements)

References 25 publications

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“…Kynjasamsetning stjórnar hefur þannig áhrif á líkurnar á því að kona verði fyrir valinu sem forstjóri og árangur hennar í starfi; konur eiga meiri möguleika á starfi forstjóra eftir því sem konur í stjórninni eru fleiri (Cook & Glass 2015). Kleinjans (2009) heldur því fram að konur hafi minni áhuga á störfum á samkeppnismarkaði heldur en karlmenn, þaer saekja frekar í störf þar sem minni samkeppni ríkir, jafnvel með laegri launum, frekar en að hella sér í samkeppnina þar sem haerri laun virðast fylgja. Gneezy, Niederle og Rustichini (2003) halda því fram að konur hafi minna sjálfstraust en karlar og þurfi því meiri stuðning og hvatningu, sérstaklega ef þaer starfa í karllaegu samkeppnisumhverfi.…”

Section: Stjórnmálunclassified

“…Þetta verður eins konar vítahringur þar sem einstaklingar eru líklegri til saekja í sér um líka og því líklegri til að fá inn aðila sem búa yfir svipuðum eiginleikum, hvort heldur til stjórnarstarfa eða í forstjórastólinn. Kleinjans (2009) komst að svipaðri niðurstöðu og heldur því fram að konur sem trana sér of mikið fram, eða sýna ágengni séu oft daemdar sem yfirgangssamar frekjur sem erfitt er að starfa með, á meðan karlar eru verðlaunaðir fyrir sömu hegðun. Staðreyndin er því oft sú að fyrirtaeki sem hafa meirihluta karla innan sinna raða og þar sem stjórnarmenn eru að mestu leyti karlar, fá til liðs við sig enn fleiri karla.…”

Section: Stjórnmál and Stjórnsýslaunclassified

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Er skortur á framboði eða er engin eftirspurn eftir konum í æðstu stjórnunarstöður?

Óladóttir¹,

Aðalsteinsson²,

Christiansen³

2019

irpa

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According to the World Economic Forum Global Gender Gap Report 2018 it will take more than 100 years to reach full gender equality in the world. Iceland has made the greatest progress towards closing the gender gap, or 85%. Yet no woman is CEO in any of the companies listed on the Icelandic stock exchange in 2019 and very few women sit on corporate boards. Women are more likely to be CEOs of small enterprises, with 1-10 employees, and in the case of larger enterprises, with 50 or more employees, women hold only 13% of the CEO positions. The study aims to explore the views of women in leadership positions regarding why no woman is CEO of a publicly traded company in Iceland and what actions are feasible to increase the number of women in top positions in Iceland. Women’s board membership and leadership positions in Icelandic companies are currently receiving a lot of attention and companies are encouraged to improve the gender ratio on boards and in the C-suite. The number of women on the boards and chairing the boards of listed companies is decreasing. To gain a clearer understanding of the situation, a survey was conducted among women leaders in Icelandic business. Responses from 186 women revealed that they feel that action must be taken, even legislative, such as enforcing gender quotas for executive positions, that organizational cultures and attitudes must change, that women need more opportunities and that men need to take more responsibility for family and child care.

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Section: Stjórnmálunclassified

Section: Stjórnmál and Stjórnsýslaunclassified

Er skortur á framboði eða er engin eftirspurn eftir konum í æðstu stjórnunarstöður?

Óladóttir¹,

Aðalsteinsson²,

Christiansen³

2019

irpa

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“…Many men seem to enjoy competition while, particularly in mixed groups, many women do not like to be openly competitive (Niederle & Vesterlund, 2007;van Vianen & Fischer, 2002). Fewer women than men are attracted to overtly masculine cultures, characterised by competition, aggression and politics (Cabrera, 2007;Kleinjans, 2009).…”

Section: Obstacles To Women's Progressionmentioning

confidence: 99%

Do Women Want to Lead? Gender Differences in Motivation and Values

Davies¹,

Broekema²,

Nordling³

et al. 2017

PSYCH

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This paper considers the impact of gender differences in motivation and values on women's participation in management and senior executive roles, together with the extent to which women who do attain these roles resemble their male peers in terms of their motives and values. The results of a large, quantitative study using the Hogan Motives, Values and Preferences inventory (N = 7571) are presented. These indicate that women do differ significantly from their male peers on 9 out of 10 motive and value scales but that the differences between senior women and their non-managerial female colleagues are less than those between senior men and their non-managerial male colleagues. As a result, key gender differences increase rather than decreasing at senior levels.

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“…25 These grammar schools are, like the coeducational schools, publicly-funded. We asked participating coeducational schools from both Essex and Suffolk to provide students only from the 21 A recent example is Kleinjans (2009), who focuses on how such preferences affect occupational segregation. 22 Risk attitudes are proxied by wearing a seat-belt, completion of a first-aid course, smoking and drinking and the like, while competitiveness relates to sporting and game activities.…”

Section: The Design Of the Experimentsmentioning

confidence: 99%

Gender and competition

Booth

2009

Labour Economics

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Do Gender Differences in Preferences for Competition Matter for Occupational Expectations?

Cited by 28 publications

References 25 publications

Er skortur á framboði eða er engin eftirspurn eftir konum í æðstu stjórnunarstöður?

Er skortur á framboði eða er engin eftirspurn eftir konum í æðstu stjórnunarstöður?

Do Women Want to Lead? Gender Differences in Motivation and Values

Gender and competition

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