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Relevant bibliographies by topics / Leadership in women

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Academic literature on the topic 'Leadership in women'

Author: Grafiati

Published: 4 June 2021

Last updated: 29 July 2024

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Journal articles on the topic "Leadership in women"

1

Lee Soon Gu. "The Leadership of Royal Women." Women and History ll, no. 29 (December 2018): 461–74. http://dx.doi.org/10.22511/women..29.201812.461.

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Hyun-Back Chung. "Women's Leadership from Global Perspective." Women and History ll, no. 15 (December 2011): 1–32. http://dx.doi.org/10.22511/women..15.201112.1.

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스가노 노리코. "Japanese pre Modern Women’s Leadership." Women and History ll, no. 15 (December 2011): 77–102. http://dx.doi.org/10.22511/women..15.201112.77.

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Song-Hee Lee. "Women’s leadership in Modern Korean History." Women and History ll, no. 15 (December 2011): 103–38. http://dx.doi.org/10.22511/women..15.201112.103.

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Hogue, Mary. "Gender bias in communal leadership: examining servant leadership." Journal of Managerial Psychology 31, no. 4 (May 9, 2016): 837–49. http://dx.doi.org/10.1108/jmp-10-2014-0292.

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Purpose – Theory suggests gender bias in leadership occurs through a cognitive mismatch between thoughts of women and leaders. As leadership incorporates more feminine qualities, gender bias disadvantaging women should be reduced. The purpose of this paper is to present an empirical investigation of that argument by examining gender bias in servant leadership. Predictions made by role congruity theory were investigated with principles from leader categorization theory. Design/methodology/approach – In a survey design, 201 working college students from the Midwest USA were presented with either a female or male leader, each with identical servant leader attributes. Participants reported their expectations for the leader’s future behavior. Findings – Expectations for servant leader behavior were greater for the woman than man leader, and expectations for authoritarian behavior were greater for the man than woman leader. Expectations for servant leader behavior were greater from the woman than man participants, and expectations for authoritarian behavior were greater from the man than woman participants, a difference that was enhanced by men’s hostile sexism. Research limitations/implications – Although limited by the sample of working students, important implications are the importance of using theoretical integration to examine contemporary forms of leadership for changing gender bias, considerations of self-concept in bias and examining perceiver characteristics when investigating gender bias. Practical implications – Awareness of the reduction of gender bias in communal leadership may allow an increase of leadership opportunities for women and leadership attempts by women. Originality/value – This is the first empirical examination of gender bias in communal leadership through theoretical integration.

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Warmington, Joy. "Women in leadership." IPPR Progressive Review 28, no. 1 (May 4, 2021): 68–75. http://dx.doi.org/10.1111/newe.12235.

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Trent, Donna M. "Women And Leadership." Proceedings of the International Association for Business and Society 8 (1997): 247–53. http://dx.doi.org/10.5840/iabsproc1997826.

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Walker, Robyn C., and Jolanta Aritz. "Women Doing Leadership." International Journal of Business Communication 52, no. 4 (August 18, 2015): 452–78. http://dx.doi.org/10.1177/2329488415598429.

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Turock, Betty J. "Women and Leadership." Journal of Library Administration 32, no. 3-4 (March 2001): 115–37. http://dx.doi.org/10.1300/j111v32n03_08.

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Williams, Christine. "Women and Leadership." Contemporary Sociology: A Journal of Reviews 47, no. 3 (April 25, 2018): 357–59. http://dx.doi.org/10.1177/0094306118767651ll.

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Dissertations / Theses on the topic "Leadership in women"

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Norris, Dwayne G. "Leadership perceptions of men and women : a leadership categorization view /." Thesis, This resource online, 1992. http://scholar.lib.vt.edu/theses/available/etd-06162009-063014/.

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Addison-Lavelle, Laurie. "Millennial women in leadership| A new generation of women still facing gender inequalities in business leadership." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10250915.

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For women of all ages, but specifically, for millennial-age women heading into the workforce, or already within it, equality is of critical importance for them to have successful careers and to move into leadership roles (Flood, 2015). Millennial-age women are entering the workforce in almost equal numbers to men. However, women remain highly underrepresented at leadership levels, and gender inequality is still a significant issue (Ely, Ibarra, & Kolb, 2011; Kelan, 2012; Twenge, 2010). The greater number of women in the workforce does not correlate with a shift in women in leadership roles. It is argued that the underrepresentation of women in senior positions is just a matter of time; it will even out over time due to larger numbers of millennial women with university degrees coming into the workforce (Organisation for Economic Co-operation and Development [OECD], 2012). Gender equality, and diversity and inclusion programs have been in the workplace for a considerable amount of time, yet the pace of change toward equality in the workplace is very slow, especially at the senior leadership levels.

The purpose of this study is to explore the status of millennial-age women in relation to business leadership to understand the increases, decreases, or neutrality in the numbers within leadership since they entered the workforce. Additionally, this paper looks at a new program introduced by the United Nations (UN) Women, “HeForShe IMPACT 10×10×10,” designed to help drive men’s awareness of the issues of inequality of women in the workplace, and ultimately to help resolve these challenges. This body of work explores to what extent, if any, there were changes to the number of women leaders within an outlined 15-year period where millennial women entered the workforce, from the years 2001 to 2015 within the 10 companies participating as the UN’s IMPACT Champion corporations. This study sets a foundation for future studies to track the UN’s progress with this initiative how it may or may not impact millennial women.

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Hale, John P. "Leadership, Ascendancy, and Gender." Thesis, University of North Texas, 2001. https://digital.library.unt.edu/ark:/67531/metadc2897/.

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By the year 2000 women will constitute more than 50 percent of the workforce in the United States, yet their representation in top management and executive-level positions continues to hover in the single digits. This “glass ceiling,” which is conceptualized as limiting women's advancement into these roles, has been the subject of much debate and research over the last fifteen years. As both an equal rights and key competitive issue, the topic of women and leadership is gaining ever-increasing emphasis and momentum in American corporations. Although leadership skills have been advocated as a key human capital/person-centered variable leading to managerial ascendancy for women, the empirical research directly investigating this link is virtually non-existent. This longitudinal study proposed to measure the strength of this relationship using a matched sample of male and female managers. Eighty-five subjects, from the same U.S. based health-care products corporation, had previously participated in a multirater assessment process where seven different facets of their leadership skills were evaluated. Time two data were collected on four objective measures of ascendancy: percent change in salary, number of promotions (job moves) either offered or accepted, change in number of direct reports, and change in number of indirect reports. Multivariate analysis of covariance indicated that perceived leadership ability did lead to increased ascendancy, specifically in terms of percent salary change, for the female managers, but not for the males. Multiple regressions indicated that the female managers were not rewarded, necessarily, for gender congruent behavior in this organization, while male managers did appear to be rewarded more so on that particular dimension. Implications of these findings for female managers in the workplace were discussed.

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Mott, Maxine Carol. "Women community college presidents' leadership agendas." Diss., The University of Arizona, 1997. http://hdl.handle.net/10150/289100.

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This qualitative research study was an investigation into the leadership agendas of five women community college presidents and the outcomes of these agendas. The study had two unique features. First, it examined the conceptual basis of the presidents' leadership agendas. Second, it provided a comparative analysis of a feminist leadership model to other, more prominent, models of higher education leadership. A feminist research methodology, which extended beyond describing simplified realities of women leaders, was used to determine if women leaders' interpretations of how they practice leadership are consistent with their actual behaviors; how the processes of leadership influence tangible and substantive outcomes. Data were collected through participant/observation, interviews, and document analysis, and presented in five case studies. The study's findings help to inform two distinct but interconnected scholarly domains: women in higher education leadership and women's issues in higher education. What has emerged from this inquiry is that while processes of leadership behaviors may reflect "women's ways of leading," the substantive or tangible outcomes of a leader's actions are not necessarily feminist in nature. The findings reinforce the dangers in women accepting and celebrating the dichotomous and essentialist views of women's ways of leading. We need to resist the hegemonic discourses around gender and leadership and acknowledge that women leaders make sense of and enact their own realities in a variety of ways.

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Ivery, Daphney Denise. "Why are women with leadership certification not pursuing school-level leadership positions." Click here to access dissertation, 2008. http://www.georgiasouthern.edu/etd/archive/fall2008/daphney_d_ivery/ivery_daphney_d_200808_edd.pdf.

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Thesis (Ed.D.)--Georgia Southern University, 2008.
"A dissertation submitted to the Graduate Faculty of Georgia Southern University in partial fulfillment of the requirements for the degree Doctor of Education." Directed by Abebayehu Tekleselassie. ETD. Includes bibliographical references (p. 120-129) and appendices.

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Kashner, Patricia Anne. "A profile of female leadership." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 1991. http://www.kutztown.edu/library/services/remote_access.asp.

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Thesis (M.P.A.)--Kutztown University of Pennsylvania, 1991.
Source: Masters Abstracts International, Volume: 45-06, page: 2993. Abstract precedes thesis as [3] preliminary leaves. Typescript. Includes bibliographical references (leaves 107-114).

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Janus, Jacqueline M. "Gender, leadership and public relations." Diss., Columbia, Mo. : University of Missouri-Columbia, 2008. http://hdl.handle.net/10355/5768.

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Thesis (M.A.)--University of Missouri-Columbia, 2008.
The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on August 12, 2009) Vita. Includes bibliographical references.

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Cooley, Diana M. "Inner Voice of Women's Self-Leadership." [Yellow Springs, Ohio] : Antioch University, 2008. http://www.ohiolink.edu/etd/view.cgi?acc_num=antioch1224864051.

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Thesis (Ph.D.)--Antioch University, 2008.
Title from PDF t.p. (viewed Oct. 24, 2008). Advisor: Carolyn Kenny, Ph.D.. "A dissertation submitted to the Ph.D. in Leadership and Change Program of Antioch University in partial fulfillment of the requirements for the degree of Doctor of Philosophy September, 2008."--from the title page. Includes bibliographical references (p.145-156).

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Huang, Yaling. "Female leadership in Taiwan." Online version, 1998. http://www.uwstout.edu/lib/thesis/1998/1998huangy.pdf.

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Nicdao, Fatima Ann Samson. "Phenomenal Women: Experiences of Women in Executive Catholic Educational Leadership in the United States." Digital Commons at Loyola Marymount University and Loyola Law School, 2020. https://digitalcommons.lmu.edu/etd/948.

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Though women are overrepresented in education as classroom teachers, they continue to be underrepresented in decision-making leadership positions in education administration (Bynum, 2016; Coleman, 2003; Fuller, 2013; Grogan & Shakeshaft, 2011; Moorosi, 2018; Robinson et al., 2017; Torrance et al., 2017). The cause of the low representation of women in decision making has been attributed to a wide range of reasons spanning from ingrained patriarchal mindsets, societal biases, lack of professional networks, misconceptions of women in leadership, and the lack of leadership opportunities. Other causes of gender inequality in educational leadership are linked to a lack of a systematic mentorship ecology and infrastructure within institutions. Instead, there are hegemonic structures of White males in power who mentor other White males to continue the cycle (Robinson et al., 2017; Shakeshaft, 1989). It is a challenge in the Catholic church because traditional beliefs rooted in conservative Biblical interpretation may support and reinforce male domination in leadership contexts. The steady shift of society’s values and understanding of women, however, has revealed the growing acceptance of women as leaders in other industries beyond education, which contributes to a deeper understanding of leadership styles and how leadership can be androgynous. This study analyzed the experiences of current assistant superintendents or superintendents in a Catholic diocese. Experiences ranged from participants’ early days as teachers, administrators, and assistant superintendents or superintendents. This phenomenological study explored participants’ lived experiences with faith, spirituality challenges and barriers, and navigating relationships and accomplishing goals through transformational leadership.

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Books on the topic "Leadership in women"

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Ghosh, Bhola Nath. Rural women leadership. New Delhi: Mohit Publications, 4675/21 ansari Road,Darya Ganj, 2002.

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Chin, Jean Lau, Bernice Lott, Joy K. Rice, and Janis Sanchez-Hucles, eds. Women and Leadership. Oxford, UK: Blackwell Publishing Ltd, 2007. http://dx.doi.org/10.1002/9780470692332.

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Denmark, Florence L., and Michele A. Paludi, eds. Women and Leadership. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-72182-8.

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Chao, Chin-Chung, and Louisa Ha, eds. Asian Women Leadership. First edition. | Abingdon, Oxon ; New York, NY : Routledge, 2020.: Routledge, 2019. http://dx.doi.org/10.4324/9780429025815.

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Ghosh, Bhola Nath. Rural women leadership. New Delhi: Mohit Publications, 4675/21 ansari Road,Darya Ganj, 2002.

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Caroline, Sweetman, and Oxfam, eds. Women and leadership. Oxford: Oxfam, 2000.

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1955-, Mac Nevin Audrey, and Canadian Research Institute for the Advancement of Women., eds. Women and leadership. Ottawa, Ont: CRIAW-ICREF, 2002.

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Ghosh, Bhola Nath. Rural women leadership. New Delhi: Mohit Publications, 4675/21 ansari Road,Darya Ganj, 2002.

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Greenblatt, Alan. Women in Leadership. 2455 Teller Road, Thousand Oaks California 91320 United States: CQ Press, 2016. http://dx.doi.org/10.4135/cqresrre20160923.

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Ertel, Stefanie, Doris Gomez, and Kathleen Patterson, eds. Women in Leadership. Cham: Springer Nature Switzerland, 2024. http://dx.doi.org/10.1007/978-3-031-50016-9.

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Book chapters on the topic "Leadership in women"

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Stead, Valerie, and Carole Elliott. "Women Learning Leadership." In Women's Leadership, 134–61. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230246737_7.

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Jensen, Jane S. "Political Leadership." In Women Political Leaders, 207–22. New York: Palgrave Macmillan US, 2008. http://dx.doi.org/10.1057/9780230616851_12.

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Jamjoom, Liela A. "Leadership Identity." In Women Business Leaders, 91–127. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003203643-8.

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Village, Andrew. "Women in Leadership." In The Church of England in the First Decade of the 21st Century, 97–116. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-030-04528-9_5.

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Moore, Sharlyn, and Andrea Diese. "Women in Leadership." In Women and Leadership, 111–15. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-72182-8_8.

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Holton, Viki, and Fiona Elsa Dent. "Women and Leadership." In Women in Business, 78–94. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9781137008398_6.

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Ndlovu, Priscilla Mtungwa. "Women and Leadership." In Discovering the Spirit of Ubuntu Leadership, 27–37. New York: Palgrave Macmillan US, 2016. http://dx.doi.org/10.1057/9781137526854_2.

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Gandhi, Meenakshi. "Women in leadership." In India Higher Education Report 2022, 265–78. London: Routledge India, 2023. http://dx.doi.org/10.4324/9781003415916-17.

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Jones, Kate. "Women in leadership." In Smashing Glass Ceilings: Empowering Women in Education, 24–39. London: Routledge, 2023. http://dx.doi.org/10.4324/9781003380528-3.

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Barnard, Sarah, John Arnold, Fehmidah Munir, and Sara Bosley. "Women Doing Leadership." In Women Doing Leadership in Higher Education, 27–64. Cham: Springer International Publishing, 2024. http://dx.doi.org/10.1007/978-3-031-54365-4_2.

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Conference papers on the topic "Leadership in women"

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Frize, Monique. "Women in leadership." In the international symposium. New York, New York, USA: ACM Press, 2005. http://dx.doi.org/10.1145/1117417.1117421.

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McCullough, Laura. "Women in physics leadership." In WOMEN IN PHYSICS: 6th IUPAP International Conference on Women in Physics. AIP Publishing, 2019. http://dx.doi.org/10.1063/1.5110154.

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Bjorkquist, Robin, Barbara J. Gabrys, and Igle Gledhill. "Workshop report: Professional development and leadership." In WOMEN IN PHYSICS: 6th IUPAP International Conference on Women in Physics. AIP Publishing, 2019. http://dx.doi.org/10.1063/1.5110072.

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Ainsbury, Elizabeth A., Amy Cassidy, Frances Downey, Beverly K. Hartline, J. Grace Lin, Christophe McCray, Silvina Ponce Dawson, Beverly Karplus Hartline, Renee K. Horton, and Catherine M. Kaicher. "Successful Proposals, Fund Raising, and Project Leadership." In WOMEN IN PHYSICS: Third IUPAP International Conference on Women in Physics. AIP, 2009. http://dx.doi.org/10.1063/1.3137759.

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"Women and Leadership: High-Growth Women Score Higher Than Men in Most Leadership-Skills." In 3rd International Conference on Gender Research. ACPI, 2020. http://dx.doi.org/10.34190/igr.20.070.

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Nikore, Mitali, Manvika Gupta, Poorva Prabhu, and Vidhi Narang. "India’s Missing Working Women: How COVID-19 Pushed Women out of Formal Labour Markets." In 12th Women's Leadership and Empowerment Conference. Tomorrow People Organization, 2021. http://dx.doi.org/10.52987/wlec.2021.004.

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Abstract India’s women were disproportionately impacted by COVID-19 induced lockdowns and economic disruptions. Recent high frequency data demonstrates that that women suffered massive job and income losses. In December 2020, nine months into the lockdown, there were still 11.5 million fewer persons in the labour force vs. December 2019, 4 million men and 7.5 million women. The overall size of the labour force shrunk by 2.6% between December 2019 to December 2020, yet the size of the female labour force shrunk by 14%, vs. 1% for men. Women faced stricter mobility restrictions, limiting their access to workplaces. Across income strata, women’s unpaid domestic responsibilities increased, with some estimates showing a 30% increase in carework, leaving them little time for seeking renumerated employment. Gender digital divides worsened, leaving women without access to digital business and online education, increasingly important in a post-COVID-19 economy. Most importantly, women faced the scourge of the shadow pandemic of domestic violence, rendering them insecure and unable to work. Despite being one of the world’s fastest growing emerging economies, only a quarter of Indian women were in the labour force even pre- COVID-19. Analysis of time series data over the last five decades (1970-2018), shows that women’s labour force and workforce participation rates have secularly declined to their lowest levels since Independence. Given this disparate impact of COVID-19, in the absence of targeted policy interventions designed to support retention and promote women’s workforce participation, women are likely to continue being excluded from India’s spectacular growth story. Keywords: Women, labour force, wage gaps, India, post-COVID-19 recovery

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Abdulsada Ali, Inass. "Iraqi Women Leadership and State-Building." In Global Conference on Women’s Studies. Acavent, 2020. http://dx.doi.org/10.33422/womensconf.2020.12.127.

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Kumar, Janaki, Dan Rosenberg, Catherine Courage, Janice Rohn, Lisa Kamm, Lisa Anderson, Christine Holsberry, and Apala Lahiri Chavan. "Women in UX leadership in business." In the 2012 ACM annual conference extended abstracts. New York, New York, USA: ACM Press, 2012. http://dx.doi.org/10.1145/2212776.2212398.

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"Leadership Stories: Being an ‘Alpha Women’." In 3rd International Conference on Gender Research. ACPI, 2020. http://dx.doi.org/10.34190/igr.20.059.

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P, Maithili, Sarigha Sriram G, Sivaranjani K, and Sribalaji S. "Role of women in sustainable leadership." In 2023 2nd International Conference on Advancements in Electrical, Electronics, Communication, Computing and Automation (ICAECA). IEEE, 2023. http://dx.doi.org/10.1109/icaeca56562.2023.10200131.

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Reports on the topic "Leadership in women"

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Pritchard, Sue, and Emily Miles. Where are the women in major projects leadership? Association for Project Management, September 2018. http://dx.doi.org/10.61175/wkff6356.

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This report asks where the women are in major project leadership and examines the success of gender balance initiatives that are being adopted across the sector. The aim for this research was to bring together different schools of thought on the topic of gender and leadership, applying it to the context of project management and megaproject leadership in the UK. The report reviews the status gender balance in UK megaprojects and brings in ideas from sociology, psychology, gender theory and leadership models. In doing so, the authors present the argument for adopting a different approach to gender balance that goes beyond fixing the numbers. They argue that gender balance should be part of the organisation’s corporate social responsibility, as UK major projects have a remit to improve societal transformation. Gender balance initiatives should do more than ‘fix women’ for leadership roles, but also work to assess and revise workplace culture.

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Zhao, Sophia, and Sunil Puri. Glass doors to the corner office: Women and leadership. Center for Creative Leadership, October 2017. http://dx.doi.org/10.35613/ccl.2017.1031.

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Dianne P. O'Leary and Tamara G. Kolda. Workshop on Women of Applied Mathematics: Research and Leadership. Office of Scientific and Technical Information (OSTI), September 2004. http://dx.doi.org/10.2172/832819.

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Myers, Susan R. Preparing Women for Strategic Leadership Roles in the Army. Fort Belvoir, VA: Defense Technical Information Center, March 2003. http://dx.doi.org/10.21236/ada415858.

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Terry, Jo Carol. Leadership Development of Senior Military Women in the Army. Fort Belvoir, VA: Defense Technical Information Center, May 1996. http://dx.doi.org/10.21236/ada308983.

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Chioda, Laura, Paul Gertler, and Nicole Perales. Empowering Women: Teaching Leadership Skills to Youth in Uganda. Centre for Excellence and Development Impact and Learning (CEDIL), April 2023. http://dx.doi.org/10.51744/crpp10.

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Empowering adolescent girls through education has become a priority among numerous stakeholder. However, recent evidence suggests that education alone may not be suffcient if women remain in a low-empowerment equilibrium and face internal constraints as they relate to aspirations, self-efficacy, leadership, and other life (soft) skills. We study the long-term impacts of a school-based upper-secondary intervention, the Educate! Experience, designed to enhance adolescents’ leadership and social entrepreneurship skills in Uganda. The program was implemented as a cluster randomized controlled trial (RCT) in 48 schools. Four years post-intervention, we document lasting impacts on a wide array of leadership and soft skills. Overall, Educate! graduates developed skills that are traditionally associated with greater focus on long-term goals; they reported being more in control of aspects of their lives (self-efficacy and grit) and more empowered to implement actions towards their plans. Young women in the treatment group are also more likely to complete secondary education, delay family formation, enroll in tertiary education, and pursue STEM and Business majors relative to their counterparts in the control group. The program yielded socially desirable and gender relevant spillovers, including expansions in women’s agency. Both male and female Educate! graduates embraced more progressive views concerning women’s standing in the society and women’s ability to exercise their agency to engage in the labor market and refuse sex. The incidence of intimate partner violence (IPV) also improved among Educate! graduates, as did their attitudes toward IPV social acceptability.

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Kanwar, Asha. Towards Innovative Leadership. Commonwealth of Learning, August 2022. http://dx.doi.org/10.56059/11599/4075.

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Presented by Professor Asha Kanwar, COL President & CEO, at the Fourth Pan-Commonwealth Training Programme on Women and Leadership in Open and Distance Learning in collaboration with Wawasan Open University in Penang, Malaysia, on 1 August 2022.

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Gostnell, Gloria. The Leadership of African American Women Constructing Realities, Shifting Paradigms. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.2691.

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Zhao, Sophia. Overcoming Barriers to Women’s Leadership. Center for Creative Leadership, 2020. http://dx.doi.org/10.35613/ccl.2020.2041.

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Cass, Philip. Thesis review: Tongan Women Talking About Their Lives by Sandra Kailahi. Unitec ePress, April 2018. http://dx.doi.org/10.34074/thes.revw12018.

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Sandra Kailahi’s thesis, Tongan Women Talking About Their Lives, explores Tongan women in Auckland fulfilling leadership roles. About 60,000 Tongans live in New Zealand, the third largest group coming from the Pacific islands but, in keeping with a general trend in New Zealand, very few Tongan women hold leadership roles; although there are some notable exceptions. Kailahi, herself a noted journalist and recognised figure in the Pasifika community, focuses on two main points: what leadership means to these women, and how gender and culture affects their leadership roles.

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