Still pounding on the glass ceiling: A study of female leaders in hospitality, travel, and tourism management

Remington, Joan S.; Kitterlin-Lynch, Miranda

doi:10.1080/15332845.2017.1328259

Cited by 64 publications

(48 citation statements)

References 63 publications

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“…Strategies that enabled women to progress to senior positions include work–life balance (Lyness and Judiesch, 2014); mentoring; a range of flexible working policies (Calinaud et al , 2020); a participative leadership style promoting proactive career management initiatives (Remington and Kitterlin-Lynch, 2018); a diversity-supportive organisational culture (Sharma, 2016); diversity training (Madera, 2018); proactive and transparent gender equality measures; personal development plans (Calinaud et al , 2020); and open discussions about women’s empowerment and gender equality including accountability for gender-equal policies (Segovia-Perez et al , 2019). In addition, support for women returning from career breaks, better use of technology and flexible working (WiH2020 Review, 2019), as well as sharing of child-care responsibilities between partners, when fathers take advantage of parental leave, can help women with job stability and give them equal access to career development (Segovia-Perez et al , 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

Let’s not just “talk” about it: reflections on women’s career development in hospitality

Gebbels

Gao

Cai

2020

IJCHM

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Purpose This paper aims to provide an action-orientated reflection for promoting gender equality in hospitality, based on Bradley’s (2013) approach that considers the operation of gender in the “production” and “reproduction” spheres of social life. To that end, it reflects on women’s career development in hospitality based on the Western perspective. Design/methodology/approach A two-stage thematic analysis of a public research seminar on gender issues in tourism and hospitality were used to explore issues of women’s career development within the intertwining spheres of “production” and “reproduction”. Findings Three themes, namely, culture of an open dialogue, bringing men into the equation and educating the future workforce, emerged from data to propose new insights on “what can be done” about gender equality in tourism and hospitality, including practical suggestions for transformations of gender relations in organisations. Research limitations/implications This paper contributes new knowledge on women’s career development in the hospitality industry by proposing recommendations to address gender gaps including fostering a culture of an open dialogue based on an inclusive listening environment, recommending changes to organisational policies and culture and integrating the subject of gender into tourism and hospitality curriculum. Originality/value By proposing a sociological perspective of gender in hospitality employment informed by Bradley (2013), this study challenges the traditional masculinity and the long-standing gender labour division through education, organisational and daily practices thus tackling fundamental gender issues.

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Section: Literature Reviewmentioning

confidence: 99%

Let’s not just “talk” about it: reflections on women’s career development in hospitality

Gebbels

Gao

Cai

2020

IJCHM

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“…In addition, the progression in the industry is considered to be more challenging for women who want to reach senior positions. As Remington and Kitterlin-Lynch (2018) also affirmed, there are several studies that show there are gender inequalities in the hospitality industry. For instance, women have fewer opportunities to advance in their career or to be promoted to a more senior position.…”

Section: Gender Equality In the Hospitality Industrymentioning

confidence: 91%

“…Table 4 shows that most women employees agree that there is gender balance in their workplace (mode = 4), and they do not feel there are less opportunities for them to be promoted compared to men (mode = 2). To explain, even though Remington and Kitterlin-Lynch (2018) assert that there are gender inequalities in the work environment, current female employees perceived that there is a gender balance in their workplace. More specifically, 79% of respondents agree or strongly agree that they perceive an equal gender balance in their workplaces.…”

Section: Women Perception Of Gender Equalitymentioning

confidence: 99%

“…Additionally, 66% of women disagree or strongly disagree with the fact that they experience fewer opportunities than men of being promoted to a higher role. On the other hand, Remington and Kitterlin-Lynch (2018) state that women employees have fewer opportunities of advancing in their career or of being promoted to a higher position. On the other hand, 63% of female employees perceive that career progression to a senior position can be more challenging for them, and 58% of them also feel at a disadvantage compared to male employees when they have to prioritise external commitments (such as family obligations) over work commitments.…”

Section: Women Perception Of Gender Equalitymentioning

confidence: 99%

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Barriers to the success of female leaders in the hospitality industry

Deiana

Fabbri

2020

Research in Hospitality Management

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This research analyses gender equality in the hospitality industry in the United Kingdom and Ireland. In particular, this quantitative study focuses on women who could potentially occupy a senior management position, and therefore the aim of this research is to identify the main factors that influence female employees' choice in a non-senior managerial role to advance in their career. With this intention, a sample of 515 women was selected to complete an online questionnaire. Not all the findings are in line with the previous literature, e.g. most factors identified as a barrier for women's career progression are not considered as such by most women in this study. On the other hand, different techniques that are recognised as beneficial for women career advancement are in line with the female employees' thoughts. Hospitality businesses are advised to put into action the constructive methods derived from the findings of this study, such as flexible working hours and talent development programmes, in order to increase gender equality as well as to create more opportunities for women who want to reach senior management positions.

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“…Schmidgall, 1999). However, it has been pointed out that female chefs prefer female mentoring and its absence may be a potential barrier for success (Remington & Kitterlin-Lynch, 2018;Harris & Giuffre, 2015).…”

Section: Leadership and Mentoringmentioning

confidence: 99%

Gender Differences in the Evolution of Haute Cuisine Chef´s Career

Garrigós

Haddaji

García-Segovía

et al. 2019

Journal of Culinary Science & Technology

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This article reviews gender differences in the career paths of successful chefs, including barriers, success factors, and the entrepreneurial path. The research was developed in 2016-17, using an international survey carried out in Spain, France, and the United States among culinary students, cooks, and chefs who responded to a structured questionnaire based on pre-selected topics. The results show that a chef's career requires various sets of skills. They should be leaders, mentors, and entrepreneurs.They work in a hard and competitive environment where building their brand and achieving public recognition is a must. Their professional satisfaction depends on learning, evolving, and launching their restaurant. There were two main differences between the sample of women chefs and the general sample of chefs: they required more mentoring, and they achieved greater job satisfaction when they were selfemployed.

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Still pounding on the glass ceiling: A study of female leaders in hospitality, travel, and tourism management

Cited by 64 publications

References 63 publications

Let’s not just “talk” about it: reflections on women’s career development in hospitality

Let’s not just “talk” about it: reflections on women’s career development in hospitality

Barriers to the success of female leaders in the hospitality industry

Gender Differences in the Evolution of Haute Cuisine Chef´s Career

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