La mujer directiva en la gran empresa española: perfil, competencias y estilos de dirección

Abstract

La escasa presencia de mujeres directivas en la gran empresa española evidencia una fuerte segregación de género del mercado de trabajo, independiente del nivel formativo. El objetivo de este trabajo es proporcionar el perfil y estilos de dirección de las altas ejecutivas españolas, a partir de la realización de un cuestionario y de su tratamiento estadístico usando el análisis factorial. El marco teórico lo proporcionan la gestión de la diversidad y las teorías sobre paradigmas de liderazgo en la empresa. A la luz de las mismas se tratará de comprobar si existe congruencia entre el rol de género y el rol organizativo, para proponer un nuevo paradigma que minimice los efectos negativos de las posibles incongruencia

Female leadership in sports clubs

“…With Martinez, Rodriguez, Navea, and Rojas (2016) where the leader perceives himself mostly Transformational, in his research on the leadership style in a Brazilian cosmetics company. With Martínez (2014) in the direction of an educational center, also with Eagly, Johannensen-Schmidt and Van Engen (2003), which indicate that women show a more transformational style, with Charlo, and Torrado (2012) there is an evolution towards flexible and participative innovative management styles, which incorporate the qualities associated with transformational leadership, as well as with part of the sample from the study of Cuadrado, Molero, and Navas (2003). Corroborate our data DeGroot, Kiker, and Cross 2000, as well as Judge and Piccolo (2004), who, in their meta-analysis, find positive correlations of transformational leadership with leader effectiveness, execution and subordinate effort, as well as Dumdum, Lowe and Avolio (2002) with effective leadership in relation to transformational leadership, also Cáceres, Trujillo, Hinojo, Aznar, and García (2012) when talking about a possible female leadership style, with multiple elements of transformational leadership, also Cuadrado, and Molero (2002), where women tend to score higher on all transformational leadership factors.…”

“…There are endless barriers for women, which make it difficult for them to have access to a free labor market where they can and have access to managerial positions just like men, with the same opportunities within organizations (Ibáñez, 2017). The organizational context may be one of the factors that hinder women's access to management positions insofar as, in most cases, it still "favors" or "promotes" certain leadership styles (generally "masculine") (Charlo, and Torrado, 2012). Moragas and Puig (2013) establish three key factors to limit the situation of women in sports management i) personal, ii) close environment, iii) sport organization.…”

“…Although women at any level of management can "perceive" the glass ceiling, this metaphor is often used to explain the barriers they experience in high-level positions. (Charlo, and Torrado, 2012). The organizational context may be one of the factors that hinder women's access to management positions Cuadrado, Navas, and Molero (2004).…”

Gender diversity and its impact on high-tech SMEs’ organizational leadership

“…The International Labour Organization's Report on Women (2015) shows that in countries belonging to The Organization for Economic Co-operation and Development (OECD), only 5 per cent of the top positions in large companies are occupied by women and of the executives of the Fortune 500, only 14 per cent are women. These figures show that the percentage of women in these positions continues to be low in comparison to men (Charlo Molina and Núñez Torrado, 2012;Fitzsimmons, 2012). This inequality is even greater in Latin American countries, where women hold only 1.8 per cent of the top positions.…”

“…The right to equality has become a legal requirement in many countries (Bøhren and Staubo, 2014). However, this right should be viewed and studied as a competitive strategy that allows businesses to attract and retain the best human capital (men and women) (Charlo Molina and Núñez Torrado, 2012). Gender diversity represents a challenge in women's entry into managerial positions (Haynes and Ghosh, 2012) and the composition of work groups (Roberson, 2006).…”