Gender and Local Government: A Comparison of Women and Men City Managers

Fox, Richard L.; Schuhmann, Robert A.

doi:10.2307/3109951

Cited by 155 publications

(103 citation statements)

References 13 publications

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“…From the 454 remaining members of the sample, we received 222 surveys (117 men and 105 women), for a response rate of 48.9%, which is typical of other elite sample mail surveys (see Carroll 1994;Fox and Schuhmann 1999;Maisel and Stone 1998;Salant and Dillman 1994). 8 Overall, the samples of men and women were similar in terms of age, race, religion, level of education, and occupation.…”

Section: Methods and The Eligibility Pool Samplementioning

confidence: 99%

Family Structure, Sex-Role Socialization, and the Decision to Run for Office

Fox

Lawless

2003

Women & Politics

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ABSTRACT.A leading explanation for the small number of women in top elective positions is that not enough women comprise the pool of candidates generally considered "eligible" to run for political office. This explanation assumes that once more women excel in the areas of law and business, the leading occupations preceding a career in politics, the disparity between the number of women and men serving in elected positions will dissipate. Despite the fact that studies of the initial decision to run for office are critically important in evaluating women's slow movement into elected positions, almost no empirical work examines the initial decision to seek office. This article, which examines the attitudes of over 200 women and men from the pool of potential candidates in New York State, offers a first look at some of the ways in which gender may interact with the initial decision to run for office. Ultimately, we argue that the "eligibility pool" explanation may not fully take into account the manner in which the continued prevalence of traditional sex-role socialization affects the initial decision to enter the political arena. We find that traditional family structures and historically socialized gender roles may continue to discourage women from seeking public office. These findings reinforce the notion that broad patterns of sex-role socialization continue to impede women from full inclusion in the electoral process.

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Section: Methods and The Eligibility Pool Samplementioning

confidence: 99%

Family Structure, Sex-Role Socialization, and the Decision to Run for Office

Fox

Lawless

2003

Women & Politics

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“…These differences are translated into different management styles. For city managers, women are more likely than their male counterparts to incorporate citizen input, facilitate communication and encourage citizen involvement (Fox and Schuhmann, 1999).…”

Section: Insert Tablementioning

confidence: 99%

The Influence of Presence and Position of Women on the Boards of Directors: The Case of NHS Foundation Trusts

Ellwood

García‐Lacalle

2014

J Bus Ethics

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This study examines the influence of women on the boards of directors of National Health Service Foundation Trusts (FTs) in England. FTs provide a public service where social performance is the primary objective, although financial constraints must be met.Female presence (the proportion of women) is higher for executive directors than nonexecutives, reflecting the high number of women employed in the sector. We find that a high female presence among executive and non-executive directorships does not result in significant differences either in financial return or service quality. When gender diversity on boards is consistently high (high level of female presence across boards), the benefits on performance of having more women on the board may not be discernible. However, female

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“…Observable characteristics, such as the gender and tenure of managers are all hypothesised to play an important part in shaping their perceptions. Research has suggested that women are more likely than men to involve a wide range of stakeholders in decision-making (Fox and Schuhmann 1999), and so it may be anticipated that female managers perceive higher levels of stakeholder support than their male colleagues. By contrast, individuals who have been employed within an organization for a longer time period may be more reluctant to reach out to stakeholders than their younger or more ambitious counterparts (Barker and Mueller 2002;Hambrick and Fukutomi 1991).…”

Section: Control Variablesmentioning

confidence: 99%

Managerial Networking and Stakeholder Support in Public Service Organizations

Andrews

Beynon

2016

Public Organiz Rev

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Resource dependence theory suggests that to function successfully, organizations must obtain certain resources controlled by actors in their environment. To do this effectively, managers often develop networking relationships with key stakeholder groups in order to make critical resources available. Managers in public service organizations, in particular, are frequently under great pressure to network with relevant actors from stakeholder groups in order to build support for service (co)production and legitimacy for strategic and operational decisions. To identify networking strategies which are conducive to stakeholder support, we explore the networking behaviour of over 1,000 English local government managers. Fuzzy cluster analysis identifies four distinctive, though inter-related types of managerial networking: technical, reputational, political, and tokenistic. The cluster membership functions from this analysis are used to examine the relationship between types of networking and stakeholder support in depth. The results of hierarchical regression analysis suggest that technically-orientated networking is the most conducive to stakeholder support, with tokenistic networking the least conducive.

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Gender and Local Government: A Comparison of Women and Men City Managers

Cited by 155 publications

References 13 publications

Family Structure, Sex-Role Socialization, and the Decision to Run for Office

Family Structure, Sex-Role Socialization, and the Decision to Run for Office

The Influence of Presence and Position of Women on the Boards of Directors: The Case of NHS Foundation Trusts

Managerial Networking and Stakeholder Support in Public Service Organizations

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