Journal articles: 'Leadership in women'

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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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Hellyer, Paul. "Women in leadership." British Dental Journal 229, no. 11 (December 2020): 740. http://dx.doi.org/10.1038/s41415-020-2457-y.

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Gipson, Asha N., Danielle L. Pfaff, David B. Mendelsohn, Lauren T. Catenacci, and W. Warner Burke. "Women and Leadership." Journal of Applied Behavioral Science 53, no. 1 (January 17, 2017): 32–65. http://dx.doi.org/10.1177/0021886316687247.

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Despite the proliferation of leadership research in the past 75 years, investigating the ways in which women and men leaders enact and experience leadership continues to surface unanswered questions. Through the framework of selection, development, leadership style, and performance, we report gender-related findings from a broad survey of existing literature from the past three decades. Findings include differential rates of selection for women and men leaders; leader development considerations that vary by gender; evidence in favor of general similarities in leadership style (with noted exceptions) between women and men leaders; and similar performance outcomes between women and men leaders. The importance of context, be it job type, group composition, organizational culture, or industry/sector, was also revealed. Implications for practitioners and academics alike are offered throughout this report.

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Tweebeck, Helga, and Conrad Lashley. "Women in leadership." Research in Hospitality Management 7, no. 2 (February 28, 2018): 127–32. http://dx.doi.org/10.1080/22243534.2017.1444722.

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Wells, Katerina, and James W. Fleshman. "Women in Leadership." Clinics in Colon and Rectal Surgery 33, no. 04 (July 2020): 238–42. http://dx.doi.org/10.1055/s-0040-1712977.

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AbstractThe role of a surgeon is inherently that of a leader and as women become a larger minority in surgical specialties, the next step becomes greater representation of women in positions of surgical leadership. Leadership is a relationship of granting and claiming wherein society must accept that women are deserving of leadership and women must realize their rightfulness to lead. Implicit gender bias undermines this relationship by perpetuating traditional gender norms of women as followers and not as leaders. Though female representation in academia and leadership has increased over the past few decades, this process is unacceptably slow, in part due to manifestations of implicit bias including discrimination within academia, pay inequality, and lack of societal support for childbearing and childcare. The women who have achieved leadership roles are testament to woman's rightfulness to lead and their presence serves to encourage other young professional women that success is possible despite these challenges.

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RAO, N. VENKTESWARA, and K. ESWARA RAO. "Leadership Qualities of Successful Women Entreprenuer." Global Journal For Research Analysis 3, no. 8 (June 15, 2012): 1–2. http://dx.doi.org/10.15373/22778160/august2014/216.

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Amaral, Melissa, Ian do Amaral Pimenta, Inara Antunes Vieira Willerding, Cristiano José Castro de Almeida Cunha, and Édis Mafra Lapolli. "Leadership Traits." International Journal for Innovation Education and Research 9, no. 11 (November 1, 2021): 160–72. http://dx.doi.org/10.31686/ijier.vol9.iss11.3482.

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Women are gradually assuming important leadership roles in the social, business and political spheres. For this reason, the difference in leadership style and characteristics of men and women leaders has been the subject of controversial discussions both in society and in academia. Even though it is a current subject, there are few studies in the literature about it. This research aims to identify the characteristics and style of leaders to understand whether gender influences leadership style. For that, an integrative systematic review was developed in the Scopus, Web of Science and Scielo databases, between 2010 and 2020, chosen and analyzed 22 publications. Characteristics and leadership styles of men and women were found and related. It was found that gender may not have a direct influence on the style and characteristics of leaders, as they are influenced by the gender stereotype they assume. A woman can have more masculine style and leadership characteristics if she adopts the male stereotype, and vice versa. The results point to the need for more research on leadership style and gender, especially the development of more comprehensive quantitative studies and also qualitative research that focus on the experience of women and men leaders in organizations.

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Chen Yan. "Transforming Chinese Women’s Leadership: China’s First Lady Mayling Soong." Women and History ll, no. 15 (December 2011): 139–58. http://dx.doi.org/10.22511/women..15.201112.139.

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Mashuri, Mashuri. "KEPEMIMPINAN POLITIK PEREMPUAN DALAM PANDANGAN ISLAM." Refleksi Jurnal Filsafat dan Pemikiran Islam 16, no. 1 (December 7, 2016): 107–22. http://dx.doi.org/10.14421/ref.v16i1.1100.

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The discussions and discourses about women leadership are never ending to be observed, both in common people as well as in the elites. There is a view that woman could be a leader with argument that woman leadership is possible as long as for the goodnessofpeople. Islamic thought recognizesmen's and women's "equality",Women have the same role as men in their leadership and actively encourage in that leadership. In other side, the refusal towards women's leadership also came from religious understanding. Women are supposed to be the guard of tradition and their responsibility is to preserve common believes to the next generation. Women are persuaded to stay at home, stay away from the public space. They criticize the women role outside of the domestic space. Women's carrier creates social disturbance. In their view, the women who work in public sector created unemployment among men because they should compete with women in work's market. The extreme view said that it is haram (forbidden) for women to become a public leader. This writing tries to explain Islamic view toward the women leadership.

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K, Dr Kalaiselvi, and Karthika D. "Women & Leadership: Leading under Extreme Diversity." International Journal of Research in Arts and Science 5, Special Issue (March 29, 2019): 09–15. http://dx.doi.org/10.9756/bp2019.1001/02.

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Beden, Sara. "Potret Kepimpinan Wanita dalam Wajah Seorang Wanita dari Perspektif Pendekatan Pengurusan." Malay Literature 33, no. 2 (December 1, 2020): 265–94. http://dx.doi.org/10.37052/ml33(2)no6.

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Women have many advantages and important roles in the family institution. Nowadays, many women are involved in various professions including entrepreneurship, corporate positions and leadership. Therefore, this article aims to analyse the fundamentals of womenâ€™s leadership as the head and manager of the familyâ€”roles traditionally reserved for men. This study applies the principles of leadership in the Management Approach on S. Othman Kelantanâ€™s novel, Wajah Seorang Wanita. Library research and qualitative methods were applied in this study. The analysis shows that three out of the four dimensions of leadership principles apply, namely, the administrative, economic and educational dimensions. This is depicted through the novelâ€™s main character, Siti Musalmah, who has to manage and lead her family after the death of her beloved husband. This study also seeks to unveil the role of women and thus elevate the status of women as heads of families despite having to face great challenges as single mothers. As a result, the Management Approach, using principles of leadership, allows a clarification and analysis of the principles of management practiced by women in caring for the well-being of their familis. Wajah Seorang Wanita is a portrayal of the leadership of a woman during the time of the Japanese Occupation.

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Riley, Krista. "Women, Leadership, and Mosques." American Journal of Islam and Society 31, no. 2 (April 1, 2014): 118–21. http://dx.doi.org/10.35632/ajis.v31i2.1044.

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Edited by Masooda Bano and Hilary Kalmbach, Women, Leadership, andMosques: Changes in Contemporary Islamic Authority is a compilation ofpapers presented at a 2009 conference of the same name. The book’s twentychapters represent a diverse range of geographic, thematic, and methodologicalapproaches to questions of female leadership within mosques, religiousscholarship, education, Muslim organizations, and other Islamic spaces. Together,they paint a rich and complex picture of the intersections of gender,religion, culture, history, politics, class, and migration, as well as the impactof these intersections on female authority in Islamic contexts.In their introduction to the first of the book’s three sections, the editorsdescribe the section’s chapters as reflecting the impact of “male invitation,state intervention, and female initiative” (p. 31) on women’s leadership roles.The first chapter, by Maria Jaschok, looks at female ahong (imams) inwomen’s mosques in China, who provide religious education, counselling,and prayer leadership in gender-segregated spaces. She discusses the complexdebates about segregation, empowerment, and religious innovation (bid‘ah)that these mosques represent. The second chapter, by Margaret J. Rausch, examinesthe context of Morocco’s murshidahs, women trained and certified bythe Moroccan government as preachers, teachers, and counsellors, and whohave an important influence on women’s religious education and mosque ...

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De Souza M. Mangianelli, Andrea, and Wilmar Luiz Barth. "BLACK WOMEN IN LEADERSHIP." Revista Gênero e Interdisciplinaridade 3, no. 03 (July 4, 2022): 08–22. http://dx.doi.org/10.51249/gei.v3i03.815.

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This study aims to identify the difficulties faced by black women who aim to occupy a leadership position within corporations, in addition to evaluating the process of black women who already occupy such a position. The evaluation will be carried out through research designed for such audiences and data collected by scholars on the subject.

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Pashiardis, Petros. "Women in educational leadership." Management in Education 16, no. 4 (September 2002): 22–23. http://dx.doi.org/10.1177/089202060201600407.

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Diko, Nolutho. "Women in educational leadership." Educational Management Administration & Leadership 42, no. 6 (July 25, 2014): 825–34. http://dx.doi.org/10.1177/1741143214537228.

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Denmark, Florence L. "Women, Leadership, and Empowerment." Psychology of Women Quarterly 17, no. 3 (September 1993): 343–56. http://dx.doi.org/10.1111/j.1471-6402.1993.tb00491.x.

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This paper is a review of leadership research, focusing primarily on women as leaders. The more recent perspective of studying leaders by examining followers is included; but research is sparse as to how leaders are perceived as empowering by their subordinates. A study in progress, conducted by Denmark, Nielson, and Scholl, indicates that stereotypes were more typically held by women against female leaders. However, a leader's ability to be empowering varies with status. The higher the status, the more empowering that individual is perceived, whether female or male. Yet, more men than women held higher status positions. More women are needed in high-level positions to better assess leadership and empowerment.

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Isaac, Carol A., Linda S. Behar‐Horenstein, and Mirka Koro‐Ljungberg. "Women deans: leadership becoming." International Journal of Leadership in Education 12, no. 2 (April 2009): 135–53. http://dx.doi.org/10.1080/13603120802485102.

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Manera, Elizabeth S., and Vicki A. Green. "Women in Educational Leadership." Kappa Delta Pi Record 31, no. 2 (January 1995): 74–79. http://dx.doi.org/10.1080/00228958.1995.10531907.

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Niebur, Susan M. "Women and mission leadership." Space Policy 25, no. 4 (November 2009): 257–63. http://dx.doi.org/10.1016/j.spacepol.2009.08.003.

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Keohane, Nannerl O. "Women, Power & Leadership." Daedalus 149, no. 1 (January 2020): 236–50. http://dx.doi.org/10.1162/daed_a_01785.

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Many more women provide visible leadership today than ever before. Opening up higher education for women and winning the battle for suffrage brought new opportunities, along with widespread availability of labor-saving devices and the discovery and legalization of reliable, safe methods of birth control. Despite these developments, women ambitious for leadership still face formidable obstacles: primary if not sole responsibility for childcare and homemaking; the lack of family-friendly policies in most workplaces; gender stereotypes perpetuated in popular culture; and in some parts of the world, laws and practices that deny women education or opportunities outside the home. Some observers believe that only a few women want to hold significant, demanding leadership posts; but there is ample evidence on the other side of this debate, some of it documented in this volume. Historic tensions between feminism and power remain to be resolved by creative theorizing and shrewd, strategic activism. We cannot know whether women are “naturally” interested in top leadership posts until they can attain such positions without making personal and family sacrifices radically disproportionate to those faced by men.

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Brown, Wendy Weinstock, and Sharon Anderson. "Women in Nephrology Leadership." Advances in Chronic Kidney Disease 25, no. 6 (November 2018): 519–22. http://dx.doi.org/10.1053/j.ackd.2018.08.014.

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Zoli, Corri, Shobha Bhatia, Valerie Davidson, and Kelly Rusch. "Engineering: Women and Leadership." Synthesis Lectures on Engineers, Technology and Society 3, no. 1 (January 2008): 1–106. http://dx.doi.org/10.2200/s00111ed1v01y200804ets005.

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Ross-Sheriff, Fariyal. "Women and Political Leadership." Affilia 24, no. 1 (February 2009): 3–4. http://dx.doi.org/10.1177/0886109908326740.

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Kemp, Linzi J., Susan R. Madsen, and James Davis. "Women in business leadership." International Journal of Cross Cultural Management 15, no. 2 (July 14, 2015): 215–33. http://dx.doi.org/10.1177/1470595815594819.

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Bridges, Linda Mckinnish. "Women in Church Leadership." Review & Expositor 95, no. 3 (August 1998): 326–47. http://dx.doi.org/10.1177/003463739809500303.

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Depauw, Karen P., Barbara J. Bonace, and Marcia R. Karwas. "Women and Sport Leadership." Journal of Physical Education, Recreation & Dance 62, no. 3 (March 1991): 32–34. http://dx.doi.org/10.1080/07303084.1991.10606584.

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McCauslan, Jenny A., and Brian H. Kleiner. "Women and Organisational Leadership." Equal Opportunities International 11, no. 6 (June 1992): 12–15. http://dx.doi.org/10.1108/eb010587.

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Cochran, Amalia, Julie Ann Freischlag, and Patricia Numann. "Women, Surgery, and Leadership." JAMA Surgery 148, no. 4 (April 1, 2013): 312. http://dx.doi.org/10.1001/jamasurg.2013.1706.

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Wright, Phyllis. "Women and Leadership Style." Group 35, no. 3 (September 2011): 247–53. http://dx.doi.org/10.1353/grp.2011.0008.

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Bierema, Laura L. "Women’s Leadership." Advances in Developing Human Resources 18, no. 2 (April 19, 2016): 119–36. http://dx.doi.org/10.1177/1523422316641398.

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The Problem Women are well prepared to assume leadership roles—They have the education and the will, yet, they do not conform to gendered organizational images of ideal workers. Women often find themselves in a double bind once they advance into a leadership role: They must be cautious not to appear too masculine or too feminine while also personifying the “ideal” (male) worker by exhibiting masculine behaviors and unwavering commitment to the organization. Holding this line is challenging and often at odds with women’s identity and experienced conflicts between life and work. Our understanding of how best to prepare women for careers and create organizations that are hospitable to them is limited by implicit bias, inadequate learning and development strategies, and cultures resilient to change. Current human resource development (HRD) theory inadequately addresses the issues and challenges women leaders face because most leadership theory is based on privileged White males and highly essentialized. The Solution The world is burgeoning with global business, technological innovation, intense competition, and multinational workforces. HRD has a role to play in building effective global business if it can more robustly and broadly address issues related to diversity and inclusion in organizations, particularly the creation of cultures that accept a range of leadership styles and women leaders. It is time to challenge traditional, masculine views of leadership and question how leaders are developed. It is critical to understand women’s leadership if women leaders are to be developed and if persistent gender inequity in organizations is to be addressed. Stakeholders Women are obvious stakeholders, but, ultimately, everyone in organizations is a stakeholder benefiting from women leaders and improved leadership, in general. HRD professionals also benefit by understanding better how to develop women leaders, in particular, and leadership, in general. Globally, elected leaders, nongovernmental organizations, and nations can develop policy that has the potential to influence and create educational, occupational, and economic change for women.

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Sugiyanto, Eviatiwi Kusumaningtyas. "WOMEN LEADERSHIP PARADIGM: PRO AND CONTRA ON WOMEN AS LEADERS IN VARIOUS VIEWS." Economics and Business Solutions Journal 4, no. 1 (May 5, 2020): 36. http://dx.doi.org/10.26623/ebsj.v4i1.2241.

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The number of female workers is increasing and its role in leadership is giving its own perspective on the topic of women leadership. Pro and contra phenomenon related to women leadership still exist in the society. In addition to explain the paradigm of woman leadership, this study also explains the pro and contra of women leadership from various perspectives and provides an overview of how the pro and contra emerge. The method that was used in this study is literature study from the Al-Quran, books, journals and studies. The findings of this study shows that women leadership style leads to transformational, democratic, collaborative styles and have high relational value. Leadership is left to follow one's worth and ability from either men or women. If someone meets the requirements and deserves to be a leader even though from the women's group this remains true. The emergence of pro and contra is based on different point of views; every point of view has different concepts which lead to different practices. The results of an interpretation are not only come from the methods and approaches used, but are also influenced by their socio-cultural and ideological conditions.

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Kattan, Manal Matouq, Carmen De Pablos Heredero, Jose Luis Montes Botella, and Vasilica Maria Margalina. "Factors of Successful Women Leadership in Saudi Arabia." Asian Social Science 12, no. 5 (April 19, 2016): 94. http://dx.doi.org/10.5539/ass.v12n5p94.

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Saudi woman encounters many shapes of sexual segregation that stand as an obstacle against her option to occupy a frontline leadership position. There are misconceptions in our society that women are not even suitable for leadership. This paper aims to highlight the factors promoting success in leading organizations in general and the success of women in particular with highlighting the status of Saudi women in these factors. The main hypothesis is “the more the woman has factors of leadership, the more success she may achieve in leading organizations”. A model including the factors promoting successful Saudi Women Leaders is proposed and discussed to ensure accuracy of the above mentioned hypothesis. The findings expect bright future for Saudi women in light of keenness of King Abdullah to support woman to play her role in the society and preserve the rights to demonstrate her success in leadership.

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Salaudeen, Abdulkadir, and Saidu Ahmad Dukawa. "A Critique of Abu Bakrah's Hadith on Women Political Leadership." ‘Abqari Journal 24, no. 1 (April 23, 2021): 1–19. http://dx.doi.org/10.33102/abqari.vol24no1.264.

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Discourse on Muslim women political leadership is based on the Prophetic hadith which states that “a people ruled by a woman will never prosper.” This generates a serious controversy in socio-cultural milieus which civilizational edifices are built on Islamic foundations. This research critiques this hadith through the historical lens of the past and extra-textual reality of the present. The hadith is the linchpin of all arguments against women leadership, which apparently prophesied failure of a nation under leadership of a woman. It employs the method of documentary analysis and adopts Immanent Critique advanced by Ahmad as its theoretical framework. It argues, within that framework, that women with leadership prerequisite could be successful leaders. It finds that, women, just like men, could lead nation(s) to prosperity. It thus concludes that the prophetic political statement which prophesies the downfall of a nation under woman leadership is contextual; and cannot be generalized.

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Vongalis-Macrow, Athena. "It’s About the Leadership: The Importance of Women Leaders Doing Leadership for Women." NASPA Journal About Women in Higher Education 9, no. 1 (January 2, 2016): 90–103. http://dx.doi.org/10.1080/19407882.2015.1114953.

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Precious Hlatshwayo, Lindokuhle, Busisiwe Mashaba, Omphile Mathuloe, and Sakhiseni Joseph Yende. "Being a Woman is not a Barrier to Achieving Successful Leadership in South African Higher Education." African Journal of Gender, Society and Development (formerly Journal of Gender, Information and Development in Africa) 12, no. 4 (December 1, 2022): 7–26. http://dx.doi.org/10.31920/2634-3622/2022/v11n4a1.

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This research aims to examine and analyse some of the problems that women in leadership positions face in South African higher education. Women have been denied leadership positions in higher education. This became increasingly clear in developing countries such asSouth Africa. However, in recent years, there has been a great increase in the achievement of women in leadership roles in higher education.. South African higher education has undergone a gender stereotype reversal, largely due to an increase in women in leadership positionssuch as vice-chancellors, rectors, deans, and department heads. This study contends that being a female does not preclude successful leadership in South African higher education. A qualitative content analysis was utilised to guide this work when reviewing and analysing current scholarly literature such as articles, book chapters, and theses. To build a coding system and present the findings of this paper, the following themes were identified:(1) challenges women face in leadership positions in South African higher education; (2) the influence of patriarchy in leadership positions in higher education; (3) Influence of patriarchy in leadership positions in higher education; (4) Redressing the challenges faced by women in higher education. The findings of this paper revealed that being a woman is not a barrier to success in leadership, but they also highlighted that women continue to face basic problems in academic leadership. This article concludes by claiming that gender stereotypes, gender inequity, and discrimination against women in leadership roles are issues preventing women from achieving their career progression goals in academia.

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Joo Park. "Rethinking the political leadership of Queen Jeongsoon Kim in the late Joseon dynasty." Women and History ll, no. 15 (December 2011): 33–62. http://dx.doi.org/10.22511/women..15.201112.33.

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Ferawati Budiargo and Roy Setiawan. "CREATING EMPLOYEE CREATIVITY IN THE DISRUPTIVE ERA: THE IMPLEMENTATION OF WOMEN SERVANT LEADERSHIP." Jurnal Cakrawala Ilmiah 2, no. 5 (January 13, 2023): 1867–78. http://dx.doi.org/10.53625/jcijurnalcakrawalailmiah.v2i5.4604.

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Servant leadership is an alternative solution for leadership in a disruptive era. The purpose of this study is to describe the effect of women servant leadership on employee creativity through organizational trust. The novelty contribution to this research is the synthesis of the concept of woman Servant leadership. The sample population of this study is 90 employees in the food and beverage business in Indonesia. This study uses the SEM Path Analysis approach. The results showed that women Servant leadership had a significant and positive influence on employee creativity and organizational trust; meanwhile, organizational trust also has a significant and positive impact on employee creativity; however organizational trust cannot be a mediator variable for women Servant leadership.

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Priatiningsih, Selasi. "Kepemimpinan Wanita Sebagai Kepala Sekolah Studi di SD Negeri Kecamatan Balung Kabupaten Jember." Journal Of Administration and Educational Management (ALIGNMENT) 1, no. 1 (June 17, 2018): 1–10. http://dx.doi.org/10.31539/alignment.v1i1.220.

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The research aims at describing types as well as teachers perception on woman principal leadership in Public Primary School in Balung subdistrict. The research approach was quantitative with survey research to gather a general descrition of woman principal leadership. Data collection was carried out through questionnaire and interview technique to 54 teachers at Public Primary School lead by women principals. The sample was population sample because it used the whole participants as the sample. The results of the research showed that the dominant type of 5 women principals included in personal type of leadership which is indicated by mean 10.147 (SD 1.393) whereas otoriter type became the smallest score included as minor type which was indicated by mean 9.056 (1.224). teachers perception showed that leadership stye of woman principles was inclined to be feminine with mean 3.68 and transformational style indicated by mean 3.11 which was supported bu two insicators by masculine and transactional styles. Keywords: Woman Leadership, Women Principles, Balung Public Primary School

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Lewis, Tiffany. "Municipal Housekeeping in the American West: Bertha Knight Landes’s Entrance into Politics." Rhetoric and Public Affairs 14, no. 3 (September 1, 2011): 465–91. http://dx.doi.org/10.2307/41940551.

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Abstract As Seattle’s mayor in 1926, Bertha Landes made history as the first woman elected to lead a large city in the United States. To respond to the complicated demands of female political leadership in the early twentieth century American West, Landes pragmatically appealed to expectations of both public men and domestic women by making arguments from both sameness and difference. Using a rhetoric of municipal housekeeping to justify her entrance into political office, Landes paradoxically asserted beliefs about the difference between men and women in leadership, while simultaneously suggesting her political service did not differ from a mans. Although her municipal housekeeping arguments essentialized women as moral and different, they also assisted her entrance into politics and attested to women’s suitability for political leadership. She simultaneously employed a rhetoric of Western masculinity and sameness that reified masculine conceptions of political leadership, and suggested that womens roles in the nation functioned similarly to mens roles, thus expanding the role of women in politics beyond exclusively municipal housekeepers. This analysis not only illustrates the use of sameness and difference arguments in elective office, but also how they oxymoronically functioned together.

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Dianitasari, Fitri. "CORPUS-BASED ANALYSIS: “WOMEN” FOR “LEADERSHIP”." ETNOLINGUAL 5, no. 2 (May 23, 2022): 126–41. http://dx.doi.org/10.20473/etno.v5i2.34155.

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Language has often been used as the object of research and examines what is contained in it such as grammatical shifts, vocabulary additions, and also the norms that develop in society. In the study of grammar, there is what is called a corpus which is often used by researchers to help obtain data which will then be processed further. Language contains words, phrases, clauses and sentences. From language studies, it can be used to analyse the tendency of people’s perspective of a leadership, and its relation to woman. Kouzes dan Posner (1991) believe that leadership is an art in mobilizing others to fight for the same thinking. These statements are not biased only for one gender only. However, in reality, not many leaders or leaders who have successfully served are women. The collocation facility owned by the corpus can determine the identity of a word with the accompanying word. by hypothesizing the possibility of an opportunity for women to get collocations with leadership characteristics, instead the results are much different. The word woman is not allocated much with the word leadership characteristics, it is more often associated with sexual issues.

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Mekonnen, Getachew Alebachew. "Women's in Leadership Position “Issues and Challenges”." International Journal of Political Activism and Engagement 6, no. 1 (January 2019): 25–38. http://dx.doi.org/10.4018/ijpae.2019010102.

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Women face multi-faceted challenges in participating in management position due to different factors. The purpose of this study is to investigate factors that affect participation of women in leadership positions in Bahir dar city administration. To address this objective, the study adopted mixed research methods with descriptive survey design. A total of 190 women public civil servants were taken as a sample. Moreover, a key informant interview with women in leadership positions was conducted. In addition, FGD were also a very important data-gathering instrument for this study. The findings revealed that there are three major factors for women's low participation in leadership positions, i.e. institutional, socio-cultural and individual factors. Those factors have decisive contributions for low participation of women in leadership positions. With proper implementation of women's policies in the organization, equal treatment during assignment leadership positions, and creating awareness in society that woman are capable for leadership positions.

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Journal articles on the topic 'Leadership in women'

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