What does it take to get to the top: do middle and senior managers agree?

Wood, Glenice J.

doi:10.1108/09649420310471082

Cited by 13 publications

(7 citation statements)

References 32 publications

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“…The research reported in this article arose from a recent large survey (Wood, 2001, 2003; Wood and Lindorff, 2001) on the attitudes to promotion by male and female Australian middle managers drawn from all 12 industry divisions in the Australian industry classifications (Australian Bureau of Statistics, 1996). The study extended the debate on perceptual differences and found that men and women perceived differently factors influencing their past and future promotion prospects, although similarities were noted on many dimensions.…”

Section: Background To the Australian Studymentioning

confidence: 99%

Childlessness and Women Managers: 'Choice', Context and Discourses

Wood¹,

Newton²

2006

Gender Work & Org

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Childlessness is increasing and might reflect acceptance of diversity, scope for individual choice and a creative 'social imaginary' about being feminine without being a mother. Childlessness also appears to have a contextual manifestation arising from the recognition that the long-hours work culture in many organizations does not support appropriate parenting. A qualitative study of Australian managers reveals the contradictory discourses of childlessness around enlightened equality, maternalism, an elusive, ideal 'work-life balance' and individualism. The article explores a contextually nuanced, dynamic, generative theory of agency which does not hinge on the mother-child dyad, in explaining women managers' choices to remain childless.

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Section: Background To the Australian Studymentioning

confidence: 99%

Childlessness and Women Managers: 'Choice', Context and Discourses

Wood¹,

Newton²

2006

Gender Work & Org

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“…Shann (2001) in a study, relationship with pupils was highly ranked among other factors as making teachers satisfied with their job (Ngimbudzi, 2009). For Wood (2008) employees derive their job satisfaction from supportive administration because an informative and consultative administration makes employees comfortable with their jobs (Ngimbudzi, 2009:41). Woods and Weasmer (2002) also agree that collegial relationship ensures workers' job satisfaction, and that it is significant for teachers to have time to share experiences (Ngimbudzi, 2009).…”

Section: Challenges Facing Women In Educational Leadership Positionmentioning

confidence: 99%

“…Naval and Srivastava (2004) maintain that open communication, task independence, feeling of belongingness and coordination among employees increase the degree of job satisfaction (Saif, Nawaz & Jan, 2012) and according to Karimi (2007) studies have shown that relation with colleagues or co-workers is the largest predictor of academicians' intention to leave an organization or not (Saif, Nawaz & Jan, 2012). For Wood (2008) employees derive their job satisfaction from supportive administration because an informative and consultative administration makes employees comfortable with their jobs (Ngimbudzi, 2009:41). Woods and Weasmer (2002) also agree that collegial relationship ensures workers' job satisfaction, and that it is significant for teachers to have time to share experiences (Ngimbudzi, 2009:41).…”

Section: Interpersonal Relationshipmentioning

confidence: 99%

Challenges of Women in Educational Leadership Position in Tano North Municipality of Ahafo Region, Ghana

2020

JEP

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The study explored the challenges of women in educational leadership in Tano North Municipality, Ahafo Region of Ghana. This was a qualitative study which employed case study design. Purposive sampling technique was used to select participants comprising 15 women in educational leadership position for the study. Semi-structured interview guide were the instruments used for data collection. The data was analysed using thematic approach. It emerged that some teachers do not accord female heads the necessary respect due to their culture, religious background and perception about women in general. Also, the problem of heavy workload associated with their new positions posed challenges to women in educational leadership position. It was established that mentoring, professional development coupled with leadership and administrative support help women in leadership positions to excel. It is recommended that Tano North Municipal Education office and other gender-based groups should periodically organize leadership training programmes or seminars for women to prepare them professionally for leadership positions.

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“…Concerns such as lower confidence in ability, reduced interest in promoting, and distance from last test may influence test/retest outcomes. Wood (2003) suggested that women are underrepresented in senior management, and the gender effect can be found in the USA, UK, and Australia (see also Dick and Metcalfe, 2007). Participation in testing is a self-selected process, and is necessarily affected by the decision to not seek promotion.…”

Section: Demographic Predictorsmentioning

confidence: 99%

An evaluation of the promotional processes in a large Texas metropolitan police department

Bishopp

2013

Policing: An International Journal of Police Strategies &Amp; Management

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Purpose -The purpose of this paper is to examine a police promotional process, in order to determine factors important for a sergeant to be promoted to lieutenant. To do this, written scores, assessment scores, and other demographic variables are used, thus providing a unique look into what it truly takes to promote to an important managerial rank in this large Texas metropolitan police department (LTMPD). Design/methodology/approach -This is an exploratory study utilizing data collected from departmental databases. The original data set was accessed through public information laws, and compiled by the lead author, a 21-year police veteran and participant in this promotional process. Findings -Significant findings were both expected and unexpected. Of no surprise were the findings that an officer's written score and assessment score significantly affected the likelihood of promotion. Unexpected were past behavior patterns, age, and number of times tested significantly affected both assessment center performance score and promotion. Originality/value -This paper examines the promotional process within an LTMPD. It illustrates how promotions are made in a department that relies heavily on assessment center outcomes to decide who is promoted. Up to now, police promotional processes have received little attention. This current research is an exploratory analysis which seeks to fill the gap by examining the process by which police lieutenants are chosen.

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What does it take to get to the top: do middle and senior managers agree?

Abstract: Despite the fact that women have been increasing their numbers in junior (Parker and Fagenson, 1994) and middle management positions (Talmud and Izraeli, 1999), there continues to be a significant difference in the numbers of men and women who achieve senior management roles in

Cited by 13 publications

References 32 publications

Childlessness and Women Managers: 'Choice', Context and Discourses

Childlessness and Women Managers: 'Choice', Context and Discourses

Challenges of Women in Educational Leadership Position in Tano North Municipality of Ahafo Region, Ghana

An evaluation of the promotional processes in a large Texas metropolitan police department

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