Women in academic administration

Shakeshaft, Charol; McNamara, James F.

doi:10.1016/0191-765x(80)90022-1

Cited by 20 publications

(38 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This appears to be contrary to the literature that suggested that mentoring is especially important for the career advancement of women. [19][20][21][22] Due to the small number of women in the population of pharmacy deans, it is not possible to generalize beyond this group.…”

Section: Past Mentoring Functions Received By Pharmacy Deansmentioning

confidence: 99%

See 1 more Smart Citation

The Role of Administrative Mentoring in the Pharmacy Deanship

Plaza¹,

Draugalis²,

Skrepnek³

et al. 2004

Am J Pharm Educ

View full text Add to dashboard Cite

Section: Past Mentoring Functions Received By Pharmacy Deansmentioning

confidence: 99%

“…Since mentoring appears to be especially important for the career advancement of women, determining the effects of the gender of the mentor and protégé becomes more important in professions and disciplines where mentors tend to be predominantly male. [19][20][21][22][23][24] …”

Section: Introductionmentioning

confidence: 99%

The Role of Administrative Mentoring in the Pharmacy Deanship

Plaza¹,

Draugalis²,

Skrepnek³

et al. 2004

Am J Pharm Educ

View full text Add to dashboard Cite

“…Those studying issues of gender in schools, particularly gender in teaching and administration, frequently refer to the school as a culture dominated by masculine language, values, patterns of interacting, de nitions of knowledge, and standards of appropriate behavior (Ballou, 1989 ;Marshall, 1993 ;Shakeshaft, 1989 ;Weiler, 1988). Women may be unaware of these constraints, or they may choose to adapt to or challenge the requirements of an institution that do not necessarily match their own normative ways of working with others (Marshall, 1985 ;Marshall & Mitchell, 1989 ;Ortiz, 1982).…”

Section: Role Within the Institutionmentioning

confidence: 99%

Feminist cases of nonfeminist subjects: Case studies of women principals

Smulyan

2000

International Journal of Qualitative Studies in Education

View full text Add to dashboard Cite

“…Although a few social scientists have acknowledged that there is some evidence for sex differences in leadership style among research participants who have not been selected for occupancy of leadership roles in natural settings (e.g, Brown, 1979;Hollander, 1985), most have agreed that women and men who occupy leadership roles in organizations do not differ (but see Shakeshaft, 1987, for a contrasting opinion). Illustrating this consensus among social scientists are the following representative statements summarizing research comparing the styles of female and male leaders: "The preponderance of available evidence is that no consistently clear pattern of differences can be discerned in the supervisory style of female as compared to male leaders" (Bass, 198 l, p. 499); "Contrary to notions about sex specialization in leadership styles, women leaders appear to behave in similar fashion to their male colleagues" (Nieva & Gutek, 198 l, p. 91); "There is as yet no research evidence that makes a case for sex differences in either leadership aptitude or style" (Kanter, 1977a, p. 199); "In general, comparative research indicates that there are few differences in the leadership styles of female and male designated leaders" (Bartol & Martin, 1986, 19.…”

mentioning

confidence: 99%

Gender and leadership style: A meta-analysis.

Eagly

Johnson

1990

Psychological Bulletin

2,065

1,414

View full text Add to dashboard Cite

Research comparing the leadership styles of women and men is reviewed, and evidence is found for both the presence and the absence of differences between the sexes. In contrast to the gender-stereotypic expectation that women lead in an interpersonally orientedstyle and men in a task-oriented style, female and male leaders did not differ in these two styles in organizationalstudies. However, these aspects of leadership style were somewhat gender stereotypic in the two other classes of leadership studies investigated, namely (a) laboratory experiments and (b) assessment studies, which were defined as research that assessed the leadership styles of people not selected for occupancy of leadership roles. Consistent with stereotypic expectations about a different aspect of leadership style, the tendency to lead democratically or autocratically, women tended to adopt a more democratic or participative style and a less autocratic or directive style than did men. This sex difference appeared in all three classes of leadership studies, including those conducted in organizations. These and other findings are interpreted in terms of a social role theory of sex differences in social behavior.In recent years many social scientists, management consultants, and other writers have addressed the topic of gender and leadership style. Some authors with extensive experience in organizations who write nontechnical books for management audiences and the general public have argued for the presence of sex differences in leadership style. For example, Loden (1985) maintained that there is a masculine mode of management characterized by qualities such as competitiveness, hierarchical authority, high control for the leader, and unemotional and analytic problem solving. Loden argued that women prefer and tend to behave in terms of an alternative feminine leadership model characterized by cooperativeness, collaboration of managers and subordinates, lower control for the leader, and problem solving based on intuition and empathy as well as rationality. Loden's writing echoes the androgynous manager theme developed earlier by Sargent (198 l), who accepted the idea that women and men, including those who are managers in organizations, behave stereotypically to some extent. Sargent advocated that managers of each sex adopt "the best" of the other This research was supported by National Science Foundation Grants BNS-8605256 and BNS-8807495. Preliminary reports of this research were presented at the Annual Meetings of the Eastern Psychological Association, April 1988; the Midwestern Psychological Association, April 1988; the International Congress o f Psychology, September 1988; and the American Psychological Association, August 1989. A table showing the effect sizes and study characteristics for each study included in the meta-analysis is available from the first author.We thank Anna Fairchild for assistance in locating studies and in recording and checking data. We also thank Judith Hall, Edwin E Hollander, Judi Komaki, Louis Sternberg, Howard ...

show abstract

Women in academic administration

Cited by 20 publications

References 0 publications

The Role of Administrative Mentoring in the Pharmacy Deanship

The Role of Administrative Mentoring in the Pharmacy Deanship

Feminist cases of nonfeminist subjects: Case studies of women principals

Gender and leadership style: A meta-analysis.

Contact Info

Product

Resources

About