Executive power and scaled-up gender subtexts in Australian entrepreneurial universities

Blackmore, Jill; Sawers, Naarah

doi:10.1080/09540253.2015.1027670

Cited by 29 publications

(12 citation statements)

References 31 publications

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“…In western organizations there is a complex tension between the individualistic orientation associated with masculinity and the collectivist orientation associated with femininity, although these are not necessarily enacted by individual leaders who usually display an array of leadership practices dependent on context (Connell, 1987;Ely & Meyerson, 2000, p. 123;Martin & Meyerson, 1988). However, teambased collectivist leadership is certainly at odds with the 'real man', 'real manager' behaviours noted earlier by Pini (2005) as being typical of leadership in agricultural, forestry and fishing industries but that are also typical of managerialism more broadly (Blackmore & Sawers, 2015).…”

Section: Discussionmentioning

confidence: 99%

Enacting leadership professional development and the impediments to organizational and industry change in rural and regional Australia

Rowlands

Blackmore

Gallant

2020

Gender Work & Organization

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This article considers the potential for leadership development programmes (LDPs) that focus on individual leaders as change agents to facilitate change in rural and regional industries and organizations over time. The large-scale study found that graduates returned to their workplaces following programme completion with a heightened sense of purpose and commitment to change. However, many female graduates in particular also found they were unable to lead change in the ways anticipated. The article draws on feminist organizational theory that sees organizations and industries as both gendered and gendering in terms of the production of particular leadership identities. The research confirms that gender change will not happen without executive leadership that removes structural and cultural impediments whilst proactively promoting inclusivity, but that even when all of those factors are present, change will not necessarily occur in gendered industries and organizations. The article concludes by identifying some factors that might potentially enable LDPs to better contribute to gender change in the future.

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Section: Discussionmentioning

confidence: 99%

Enacting leadership professional development and the impediments to organizational and industry change in rural and regional Australia

Rowlands

Blackmore

Gallant

2020

Gender Work & Organization

Self Cite

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“…They are strangers invoking emotions of fear among normal community members (Ahmed 2004). Even if one does fit the shape, having the body and the class shape to feel 'at home' in academia, is very challenging given the institutionalised white, middleclass, male-controlled genealogy of academia (Adair et al 2007, Ahmed 2012, O'Connor 2014, especially at senior levels within entrepreneurial universities (Blackmore & Sawers 2015).…”

Section: Doxas Of the Academy − Gendered Care-lessness The Neglect Omentioning

confidence: 99%

Academic freedom and the commercialisation of universities: a critical ethical analysis

Lynch¹,

Ivancheva²

2016

Ethics. Sci. Environ. Polit.

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“…The pressure for change in public sector organizations has cut across almost all continents and sectors (Blackmore & Sawers, 2015;Yadav & Dabhade, 2013), including Higher Education Institutions (HEIs) (Bakar, 2014). The HEIs in Nigeria are facing similar pressure to increase efficiency, effectiveness and performance.…”

Section: Introductionmentioning

confidence: 99%

Linking strategic improvisation and entrepreneurial self-efficacy to corporate entrepreneurship in Nigerian higher education institutions (HEIs)

Ibrahim¹,

Mahmood²,

Bakar³

2016

10.5267/j.msl

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The role of leaders toward the development of entrepreneurship has been fully acknowledged. However, Leaders' characteristics such as strategic improvisation and entrepreneurial selfefficacy were mainly examined in the private sector. Hence, it is imperative to extend empirical studies to public sector organizations. The present study, therefore, proposed and validated a model linking leaders' strategic improvisation and entrepreneurial self-efficacy to corporate entrepreneurship in Nigerian Higher Education Institutions (HEIs). Using a structured questionnaire, 220 responses were generated from large HEIs in Kano State, Nigeria. The data of the study was analyzed using SmartPLS 3.0 to ascertain both measurement and structural model validity of the model. The results showed that both leaders' strategic improvisation and entrepreneurial self-efficacy were significantly related to corporate entrepreneurship in HEIs. Implication and limitation of the study; and suggestions for future study are also provided.

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Executive power and scaled-up gender subtexts in Australian entrepreneurial universities

Cited by 29 publications

References 31 publications

Enacting leadership professional development and the impediments to organizational and industry change in rural and regional Australia

Enacting leadership professional development and the impediments to organizational and industry change in rural and regional Australia

Academic freedom and the commercialisation of universities: a critical ethical analysis

Linking strategic improvisation and entrepreneurial self-efficacy to corporate entrepreneurship in Nigerian higher education institutions (HEIs)

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