Retaining professionally employed new mothers: The importance of maternal confidence and workplace support to their intent to stay

Ladge, Jamie; Humberd, Beth K.; Eddleston, Kimberly A.

doi:10.1002/hrm.21889

Cited by 34 publications

(34 citation statements)

References 101 publications

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“…Finally, motherhood and caring for children remains central to the feminine identity (Schippers, 2007). Thus, research has explored maternal feminine identity at work, and documented the personal conflict professional women experience as they balance the pressure to be a ‘good mother’ (Ladge, Humberd, & Eddleston, 2018) as well as an ‘ideal worker’ (Acker, 1990). Women CEOs struggle to reconcile the doing of maternal feminine identity and that of a legitimate business leader (Adamson, 2017; Lewis, 2014; Muhr, 2011; Swail & Marlow, 2018).…”

Section: Doing Gender and Multiple Gender Identitiesmentioning

confidence: 99%

Gender Gymnastics in CEO succession: Masculinities, Femininities and Legitimacy

Byrne

Radu-Lefebvre

Fattoum

et al. 2019

Organization Studies

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This article theorizes how CEOs ‘do gender’ in management succession and how this impacts their legitimacy as successor CEOs. Drawing on the analysis of seven incumbent-successor dyads in a family business setting, we document the multiple masculine (entrepreneurial, authoritarian and paternalistic) and feminine (relational, individualized and maternal) gender identities that both men and women CEO successors enact. We contribute to the CEO succession literature by revealing the different ways that CEOs can ‘do masculinity’ in their pursuit of legitimacy and also expose how CEO successors ‘do femininity’. In particular, we show how men and women CEOs enact relational femininity to garner stakeholders’ support as well as build alliances to temper change initiatives. We contribute to the gender and organization literature by providing an understanding of how certain ways of doing gender in organizations facilitate or hinder the legitimacy of CEO successors.

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Section: Doing Gender and Multiple Gender Identitiesmentioning

confidence: 99%

Gender Gymnastics in CEO succession: Masculinities, Femininities and Legitimacy

Byrne

Radu-Lefebvre

Fattoum

et al. 2019

Organization Studies

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“…Despite these challenges in generalizing career processes and goals across contexts, a first theme we identified is that the authors of nearly all of the articles in this special issue explore women's career issues related to issues in accessing or maintaining organizational membership and selection for leadership roles, and positive career‐development experiences across life phases, noting occupational and organizational differences. They do so using a wide array of theoretical perspectives and with attention to hiring riskiness for leader roles (Van Esch, Hopkins, O'Neil, & Bilimoria, ), retention (Ladge, Humberd, & Eddleston, ), turnover (Singh, Zhang, Wan, & Fouad, ), and use of quotas to lessen the impact of gender stereotypes on evaluation of women (Mölders, Brosi, Bekk, Spörrle, & Welp, ) and aspiration and advancement in top positions and spheres of influence (Fritz & van Knippenberg, ; Glass & Cook, ; Gould, Kulik, & Sardeshmukh; Guillén, Mayo, & Karelaia, ). The research is quantitative and qualitative, offering generalizable outcomes for policy considerations as well as depth and breadth.…”

Section: Thematic Clusters Of Articles In This Special Issuementioning

confidence: 99%

“…For instance, in “Retaining Professionally Employed New Mothers: The Importance of Maternal Confidence and Workplace Support to their Intent to Stay,” Ladge et al () work with the assumption, if organizations want to recruit, retain, and promote women professionals then they need to actively address the implications of motherhood on women's personal lives and careers. From their multimethodological study, they discuss how women struggle in efforts to continue their careers and construct viable work‐related identities after childbirth.…”

Section: Thematic Clusters Of Articles In This Special Issuementioning

confidence: 99%

“…As one example of this approach, Van Esch et al () provide a list of HR best practices to create a positive process and environment for the selection and success of women leaders in senior positions. Ladge et al () offer a concise table with listings of actions to support new mothers. These actions are organized according to practices designed to generate internally based organizational support, externally based organizational support, and managerial support.…”

Section: Thematic Clusters Of Articles In This Special Issuementioning

confidence: 99%

“…These findings are from numerous contexts and stakeholder groups such as CEOs and Board members in businesses (Glass & Cook, 2018), women and men engineers (Guillén et al, 2018), women engineers (Singh et al, 2018), women and men employees in the United Kingdom (Fritz & van Knippenberg, 2018) and in Germany (Mölders et al, 2018), "professionally-employed new mothers in the United States as they transitioned back to work" (Ladge et al, 2018), and experiments looking at perceived riskiness of hiring women compared to men leaders (Van Esch et al, 2018). The studies focused on women in contrast to men or system-level phenomena.…”

Section: Closingmentioning

confidence: 99%

See 2 more Smart Citations

Women's career equality and leadership in organizations: Creating an evidence‐based positive change

Kossek

Buzzanell

2018

Human Resource Management

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Research on women's career equality and leadership is growing in importance for advancing social justice, equal employment opportunity, and global and national economic goals. Despite the increased attention being paid to gender equality for decades, progression has slowed or stalled around the globe, in many countries, such as United States. The goal of this special issue is to address the persistent research‐to‐practice gap in developing and implementing practical solutions for a positive change to advance women's career equality. In this introduction, we provide a brief overview of the approaches used to study women's careers and discuss how research and practices that are more inclusive of women's needs, values, and career experiences should be broadened to include more expansive and less‐gendered notions of careers. Then, we introduce the articles in the special issue that inform current directions in (a) career and leadership theory, research, and methodologies for gender equality and (b) the application of scholarship to organizations. We conclude with a summary of some lessons for future research and practice on closing the women's career‐equality gap.

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The paths from insider to outsider: A review of employee exit transitions

Klotz

Swider

Shao

et al. 2020

Human Resource Management

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Employees' roles as organizational members often do not end immediately after they have made the decision to leave or it has been made for them. Instead, this decision serves as a turning point initiating an exit transition process. The purpose of this article is to consolidate prior scholarship in order to gain an understanding of the state of the science, as it pertains to exit transitions. Our literature review yielded almost 200 articles that have directly or indirectly studied the exit transition process. In organizing the insights from these studies, four categories of exit transition scholarship emerged—exit transitions in the context of voluntary turnover, involuntary turnover, temporary transitions, and top management exits. Moreover, our review indicated that exit transitions are shaped by three critical forces—the permanence of the transition, the magnitude of the identity change associated with the exit, and the organizational impact of the exit. We review research on each of the four categories and show how each type of transition is shaped by these forces. Finally, we turn our focus to the future of work and discuss how changes in the way that work is structured may alter the study of employee exit transitions in the future.

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Retaining professionally employed new mothers: The importance of maternal confidence and workplace support to their intent to stay

Cited by 34 publications

References 101 publications

Gender Gymnastics in CEO succession: Masculinities, Femininities and Legitimacy

Gender Gymnastics in CEO succession: Masculinities, Femininities and Legitimacy

Women's career equality and leadership in organizations: Creating an evidence‐based positive change

The paths from insider to outsider: A review of employee exit transitions

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