Help or hindrance? Work–life practices and women in management

Kalysh, Kateryna; Kulik, Carol T.; Perera, Sanjeewa

doi:10.1016/j.leaqua.2015.12.009

Cited by 51 publications

(48 citation statements)

References 76 publications

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“…The pressure that women leaders feel operating in work and non-work domains is significant; however, social support, which takes many forms, may assuage workplace stress (Kalysh et al, 2016).…”

Section: Work-life Balancementioning

confidence: 99%

“…The relationship between work-life balance (WLB) and women in leadership roles is complex and should be examined in light of identifying, understanding, and managing these leadership role development hurdles (Guillaume & Pochic, 2009;Kalysh, Kulik, & Perera, 2016;Loeffen, 2016;Powell & Greenhaus, 2010).…”

Section: Introductionmentioning

confidence: 99%

“…Limited research has been conducted on how WLB dynamics including social support and work-family integration affect women in leadership (Kalysh et al, 2016), especially within occupations traditionally dominated by men.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Work-Life Balance for Women in Stem Leadership

Brue¹

2019

Journal of Leadership Education

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For women in leadership, managing work and life obligations is essential, especially when leading in male dominated occupations such as STEM. This study examined social support and work-family integration/blurring to determine how women in leadership perceived these dynamics. By surveying STEM women leaders, this research explored work-life strategies and support resources used by women leaders to balance their work and non-work domains and promote their roles as leaders. Women leaders indicated difficulty delineating between work and personal roles and recognized informational and emotional support as most significant to their roles as leaders. Findings also indicated that most support came from spouses/significant others, female co-workers, and mentors outside the organization, respectively. These sources provided the support needed to maintain and progress in their roles as women leaders.

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Section: Work-life Balancementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Work-Life Balance for Women in Stem Leadership

Brue¹

2019

Journal of Leadership Education

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“…Moving the current focus from elites to attention on the role of women in management and leadership more generally makes more transparent how efforts over the last decades to introduce 'female-friendly' policies, such as flexible working and shared parental leave, while somewhat improving the retention at work of women with children, have failed to deliver the projected enhancement of progression rates for women per se. Indeed studies report a clear time-lag of around eight years in the delivery of more inclusive and diversity-focused policy, but more tellingly a particular resistance in male-dominated organizations (Kalysh et al, 2016). What is the impact of this lag?…”

Section: Searle Ruth Sealy and Beverley Hawkinsmentioning

confidence: 99%

“…These results imply that the perceptive trustworthiness of such candidates appears to be reduced. A further area of discrimination that arises in male-dominated organizations is directed at could-be leaders, who are women with children, who face further particular stigma in their efforts to become managers (Kalysh et al, 2016).…”

Section: Selection and Recruitmentmentioning

confidence: 99%

‘Don’t you know that it’s different for girls?’: a dynamic exploration of trust, breach and violation for women en route to the top

Searle¹,

Sealy²,

Hawkins³

2019

Women, Business and Leadership

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Inclusion climate: A multilevel investigation of its antecedents and consequences

Perera

Kulik

et al. 2019

Human Resource Management

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This study investigates the antecedents and consequences of organization‐level inclusion climate. A national sample of human resource decision‐makers from 100 organizations described their firms' formal diversity management programs; 3,229 employees reported their perceptions of, and reactions to, their employers' diversity management. Multilevel analyses demonstrate that identity‐conscious programs (programs that target specific identity groups) generate an inclusion climate. Moreover, the analyses provide evidence of multilevel mediation: In organizations with an inclusion climate, individual employees perceive the organization as fulfilling its diversity management obligations and respond with higher levels of affective commitment. This study represents an important step toward understanding how a shared perception of organizational inclusiveness develops and how inclusion climate facilitates the achievement of diversity management objectives. The findings also shed light on the important role of identity‐conscious programs in promoting organizational commitment within a diverse workforce.

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Help or hindrance? Work–life practices and women in management

Cited by 51 publications

References 76 publications

Work-Life Balance for Women in Stem Leadership

Work-Life Balance for Women in Stem Leadership

‘Don’t you know that it’s different for girls?’: a dynamic exploration of trust, breach and violation for women en route to the top

Inclusion climate: A multilevel investigation of its antecedents and consequences

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