Women Chief Executives: The Political Catch-22 of Counterterrorism

Burns, Courtney; Kattelman, Kyle T

doi:10.15664/jtr.1313

Cited by 6 publications

(3 citation statements)

References 36 publications

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“…The prevailing narrative that women leaders are doing better at managing the pandemic is based largely on the idea of the political double bind [ 12 , 13 ]. Beholden to gender stereotypes and scrutiny that men in power escape, women leaders must be both stereotypically masculine (i.e., “act like a leader”) and stereotypically feminine (i.e., “act like a woman”).…”

Section: Gendered Perceptions Of Pandemic Successmentioning

confidence: 99%

Gender in the time of COVID-19: Evaluating national leadership and COVID-19 fatalities

et al. 2020

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In this paper we explore whether countries led by women have fared better during the COVID-19 pandemic than those led by men. Media and public health officials have lauded the perceived gender-related influence on policies and strategies for reducing the deleterious effects of the pandemic. We examine this proposition by analyzing COVID-19-related deaths globally across countries led by men and women. While we find some limited support for lower reported fatality rates in countries led by women, they are not statistically significant. Country cultural values offer more substantive explanation for COVID-19 outcomes. We offer several potential explanations for the pervasive perception that countries led by women have fared better during the pandemic, including data selection bias and Western media bias that amplified the successes of women leaders in OECD countries.

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Section: Gendered Perceptions Of Pandemic Successmentioning

confidence: 99%

Gender in the time of COVID-19: Evaluating national leadership and COVID-19 fatalities

et al. 2020

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“…If they happen to achieve such positions, they are likely to provoke negative responses from their male peers. The reason behind this is that they are seen as having broken gender stereotypes, creating a "catch-22" situation (Corwin et al, 2022) in which they must go against gendered expectations of women to appear tough to the outside world while, at the same time, presenting a feminine appearance to their peers (Burns & Kattelman, 2017).…”

Section: Female Ceos As Moderator Of Narcissistic Ceo Effects On Fema...mentioning

confidence: 99%

What if my boss is a narcissist? The effects of chief executive officer narcissism on female proportion in top management teams

Martínez‐Ferrero

García‐Meca

Ramón‐Llorens

2023

Business Ethics Env & Resp

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For the period 2015–2019 and based on a Spanish sample of 145 listed companies, this paper provides insights into how narcissistic chief executive officers (CEOs) influence the proportion of women in top management teams (TMTs). As a further analysis and in line with social psychology and upper echelons theories, we study whether the power and gender of a CEO and the female proportion in the firm's board moderate the relationship. Our results reveal that narcissistic CEOs are less likely to support women in TMTs, confirming that CEO personality traits influence team structure. Further results suggest that this aversion increases as the CEO's power grows and is a woman, and when female proportion in board decreases. The results have an impact on the gender equality goal, demonstrating that the behavior of women toward promoting gender equality in TMTs depends both on the specific position of women in the firm's hierarchy and on their personal psychological attributes. We find that women directors support social identity values and that narcissistic female CEOs act like queen bees.

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“…This small-scale, qualitative approach adds an individual, micro level of analysis to often quantitative studies examining continued barriers to women reaching leadership positions (e.g. Cook and Glass 2014;Gould, Kulik, and Sardeshmukh 2018;Ryan et al 2016;Fritz and van Knippenberg 2018;Haack 2017) or how gendered power relations work to constrain women executives once in office (Burns and Kattleman 2017;Koch and Fulton 2011;Paxton and Hughes 2017). The latter group of studies highlights phenomena such as the double bind: women simultaneously have to perform leadership qualities primarily associated with particular notions of masculinity and act in accordance with gendered notions of 'appropriate' feminine behavior (Burns and Kattleman 2017, 23).…”

Section: Feminist Institutionalism Has Developed Into An Influential mentioning

confidence: 99%

Women or Leaders? Practices of Narrating the United Nations as a Gendered Institution

Bode

2019

International Studies Review

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The United Nations has been an important forum for promoting women's rights, but women are still underrepresented at the most senior levels of its leadership. This points to persistent obstacles in reaching gender parity at the UN, despite the organization's overt commitment to this objective. Situated in feminist institutionalist insights, I argue that the institutionalization of gender inequality through practices in the UN as a gendered institution can account for continued barriers to women leadership. This makes contributions to feminist institutionalist literature in international relations by taking it to the individual microlevel. Gendered practices sustain, inform, and manifest themselves in four interconnected processes that reinforce gendered divisions of subordination: positional divides, symbols and imagery, everyday interactions, and individual identity (based on Acker 1990, 146–47; Scott 1986). These processes and their practices become accessible through the narrative analysis of semi-structured interviews conducted with senior women leaders at the UN. By recognizing their narratives as valid forms of insight into the study of the UN, this approach recognizes women leaders’ agency as opposed to portraying them as numbers only.

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Women Chief Executives: The Political Catch-22 of Counterterrorism

Abstract: Abstract

Cited by 6 publications

References 36 publications

Gender in the time of COVID-19: Evaluating national leadership and COVID-19 fatalities

Gender in the time of COVID-19: Evaluating national leadership and COVID-19 fatalities

What if my boss is a narcissist? The effects of chief executive officer narcissism on female proportion in top management teams

Women or Leaders? Practices of Narrating the United Nations as a Gendered Institution

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