Women and Leadership—How Do Differences Matter?

Devnew, Lynne E.; Storberg-Walker, Julia

doi:10.1002/jls.21562

Cited by 3 publications

(2 citation statements)

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“…The study findings have implications for theorizing women in leadership (Devnew and Storberg-Walker, 2018;Ely and Meyerson, 2000) given a lack of leadership theories for women (Madsen and Scribner, 2017). The complex process of becoming women CEOs (Figure 1) can be explained by multifaceted factors involved: early experiences, personality attributes, business environments, organizational support, critical incidents, and cultural differences.…”

Section: Implications For Researchmentioning

confidence: 87%

“A woman CEO? You’d better think twice!”

Cho

Park

Han

et al. 2019

CDI

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Purpose The purpose of this paper is to explore how multinational corporations’ (MNCs’) women leaders in South Korea (Korea) have overcome career challenges in the process of becoming CEOs. The two guiding questions for this study included: what career challenges have MNCs’ women leaders in Korea faced to become CEOs? How have they overcome their career challenges? Design/methodology/approach The authors used a basic qualitative research design, the goal of which is to understand how people make sense of their lives and experiences. Qualitative data were collected by semi-structured interviews with 15 women CEOs at MNCs in Korea to capture their lived experiences (challenges and strategies) in their careers. The authors used NVivo 11, a qualitative data analysis software, to analyze the interview data. Findings From data analysis, the authors identified five themes including: becoming a CEO, key success factors, MNC culture, career challenges and career development strategies. The authors found that in the process of becoming CEOs, 15 women leaders faced career challenges that are largely generated by traditional culture, work stress and work–life balance. The authors also found that the women leaders became CEOs through diverse on-the-job experiences (e.g. marketing and sales) and positions (e.g. managers, senior managers and regional directors) with organizational support (e.g. supervisor support). Research limitations/implications Given research on organizational support for leadership, human resource practices and working conditions, this study’s findings have qualitatively confirmed the importance of organizational support for women CEOs’ career success. For theory building in women in leadership, the authors suggest that researchers investigate the complex process of becoming women CEOs, including their early experiences in their career in tandem with family background, organizational climate and national culture. Practical implications The study findings on women CEOs’ career strategies can be used as a reference for women in the leadership pipeline who aspire to take leadership positions in organizations. A lack of role models or mentors for women leaders is one of the reasons why women give up on their career. Learning career strategies (e.g. global development programs, mentoring and networks) that women CEOs have employed to overcome their career challenges can help women in the leadership pipeline from their early career on. Originality/value The authors found that both internal and external factors combined were instrumental in the women CEOs’ career success. What stood out from this study was that the women’s desirable personality attributes might not have materialized without the MNC culture that has been supportive for these women. The women CEOs shared their company’s values and philosophy that is based on gender equality, received supervisor support that is crucial for their career success, experienced diverse jobs and positions along the way and were recognized for their work ethic. Given research on women leaders conducted largely in western contexts, this qualitative study on the lived experiences of women CEOs in MNCs contributes to emerging non-western research by capturing the importance of culture that is uniquely Korean.

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Section: Implications For Researchmentioning

confidence: 87%

“A woman CEO? You’d better think twice!”

Cho

Park

Han

et al. 2019

CDI

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“…Nonetheless, women have excellent intellectual abilities, which enable them to prepare students for careers in the future (Annis y Nesbitte, 2017). As Devnew and Storberg-Walker (2018) argue, identifying the differences between men and women's LD needs can help build leadership capacity in both groups.…”

Section: Introductionmentioning

confidence: 99%

An assessment of leadership development needs of school leaders for the 4.0

Letuma,

Awodiji,

Naicker

2023

JMBE

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As a result of the fourth industrial revolution (4.0), school leaders need to consider if their existing abilities and competences satisfy future-fit leaders' requirements. This study evaluated the leadership development (LD) needs of school leaders in the 4.0 era. A survey design was used. Cluster sampling technique was adopted to randomly select a sample of 505 school management teams (SMT). The study found that school leaders require LD that will enable them to become proficient with technology applications, technology hardware, and emerging 4.0 technologies. Leaders must be trained in the use of cutting-edge 4.0 technology, applications, and technology. With regard to gender there was no significant difference in technological knowledge but LD needs in the areas of agility, information management, problem solving, communication and collaboration will benefit female leaders. This study contributes significantly to the basic school leadership development in Africa by addressing 4.0 training needs. This includes the understanding of school leaders' training needs, as well as the way in which gender influences training needs. It is recommended that the education department develop training programmes and implement mechanisms such as professional learning communities, mentoring and coaching to enhance school leadership competencies for the 4.0.

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Leadership perspectives: senior educational leaders from Malta tell their stories

Vella¹

2021

International Journal of Leadership in Education

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Women and Leadership—How Do Differences Matter?

Cited by 3 publications

References 1 publication

“A woman CEO? You’d better think twice!”

“A woman CEO? You’d better think twice!”

An assessment of leadership development needs of school leaders for the 4.0

Leadership perspectives: senior educational leaders from Malta tell their stories

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