Winning the lottery? Organizational restructuring and women′s managerial career development

Woodall, Jean; Edwards, Christine; Welchman, Rosemary

doi:10.1108/09649429510085099

Cited by 7 publications

(2 citation statements)

References 6 publications

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“…However, those women who have broken through the glass ceiling (Jackson, 1995), who have reaped the benefits of security, promotion and increasing rewards, may, like men, not welcome the changes. Woodall et al (1995) argue that measures to help women's careers usually concentrate on the domestic hurdles. So there is limited hope in seeing women gain opportunities through training and development, or other measures to further their career aspirations.…”

Section: Discussionmentioning

confidence: 99%

The move towards a different career pattern: are women better prepared than men for a modern career?

Woodd

1999

Women in Management Review

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This paper challenges the common understanding of the word "career" in relation to the differences in male and female employment and seeks to show that women normally follow a career pattern which has characteristics of flexibility, change, transferable skills, part-time and temporary working. Some career patterns and theories are challenged in the light of more recent understandings of psychological perspectives and these theories are tested against current thinking on employment needs in the 1990s. The paper concludes that typical female employment patterns are what is required in today's economic climate and so women are more adaptable to the changes required. However, the down side of typical female careers is recognised as being an issue for discussion on employment values and rewards within society.

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Section: Discussionmentioning

confidence: 99%

The move towards a different career pattern: are women better prepared than men for a modern career?

Woodd

1999

Women in Management Review

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“…One of the oft-cited barriers to women's advancement into senior management positions is a lack of critical management experiences. Although women in the US hold 47 percent of executive and managerial positions, they tend to be concentrated in the "velvet ghetto" of human resource management, education and accounting (Bureau of Labor Statistics, 2002;Wirth, 2001;Woodall, Edwards, & Welchman, 1995). The route to the highest echelons of corporate America tends to not to flow through these "non-strategic" departments but rather through line management positions that carry relatively more revenue-generating responsibilities and higherprofile influence within the corporation.…”

Section: Barriers To Claiming Authoritymentioning

confidence: 99%

Claiming Authority: Negotiating Challenges for Women Leaders

Messick¹,

Kramer²

2004

The Psychology of Leadership

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Style isn't women's problem. The most recent research on gender in leadership indicates that while women tend to adopt different leadership styles than men, they are rated to be just as-if not more-effective on important leadership dimensions. Meta-analytic research shows that women tend to be relatively more democratic (as opposed to autocratic) leaders than are their male peers (Eagly & Johnson, 1990). These statistical effects are enlivened by the testimonies of accomplished women who celebrate the development of what they claim is a distinctive voice for women leaders (Rosener, 1990). In a style that fits comfortably for them, women leaders have donned agilely the traditionally male leadership mantle. The popular press cheers that "women rule" as leaders (Sharpe, 2000), and the most recent meta-analytic research on gender and leadership supports their claim (Eagly, Johannesen-Schmidt, & van Engen, 2002, p. 36). So, why-if both men and women have what it takes to be effective leaders-are women lagging so far behind men in the race to the top? We propose that the gender gap in leadership is not about leading per se, but rather about claiming positions of authority. Where the most significant gender differences in relation to leadership occur is in the claiming of authority-men

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Gender and career experience in mainland Chinese state‐owned enterprises

Leung¹

2002

Personnel Review

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This paper examines the career experience of Chinese male and female managers in an emerging socialist market economy. The paper is based on research carried out in a range of Chinese state‐owned enterprises. It explores managers’ attitudes toward their careers as a result of changes in enterprise governance, which limit promotion opportunities and reduce job security. In particular, this study investigates gender differences in coping strategies, when career expectations have been frustrated. The results and their implications for future studies of career experience are discussed.

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Winning the lottery? Organizational restructuring and women′s managerial career development

Cited by 7 publications

References 6 publications

The move towards a different career pattern: are women better prepared than men for a modern career?

The move towards a different career pattern: are women better prepared than men for a modern career?

Claiming Authority: Negotiating Challenges for Women Leaders

Gender and career experience in mainland Chinese state‐owned enterprises

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