Journal articles: 'Women 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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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Hee-Sook Han. "The Life of Yang’ban Women and Feminine Leadership in the Late Chosun Era - Focusing on 17th Century Heng’jang -." Women and History ll, no. 9 (December 2008): 1–48. http://dx.doi.org/10.22511/women..9.200812.1.

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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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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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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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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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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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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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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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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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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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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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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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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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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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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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Kusmiyati, Nani, and Hady Efendy. "The Leadership of Women in Military on Military Organization." International Journal of Human Resource Studies 7, no. 4 (October 17, 2017): 165. http://dx.doi.org/10.5296/ijhrs.v7i4.11911.

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The rapid development of the globalization era demands that the role of a female soldier within the organization of the Indonesian National Army (TNI) succeeds in touching the historical, cultural, social and political aspects prevailing within the Unitary State of the Republic of Indonesia (NKRI). In accordance with the expectations of R.A. Kartini in fighting for gender equality for woman in Indonesia. In military organizations, TNI women must always be able to balance their role as soldiers, wives and mothers for children. On the other hand as TNI women should be able to carry out its duties and responsibilities as a fortress in maintaining the sovereignty of NKRI. Assignment as a TNI woman must be able to compete with other men of TNI. Equality of degrees causes the TNI women to be given the widest opportunity to occupy important positions in the military, including: Commander of the vessel, pilot, diver and other abilities owned by TNI women. In some cases TNI women may be involved in special assignments, such as: UN forces, social activities in mass health and non-structural TNI assignments. Based on the above description will be explained about the insights relating to the leadership of TNI women in military organizations in general, strategy and implementation of the TNI woman leadership style so that it can deliver to the position in the military organization.

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ABDALLAH, Jaber, and Siham JIBAI. "WOMEN IN LEADERSHIP: GENDER PERSONALITY TRAITS AND SKILLS." Business Excellence and Management 10, no. 1 (March 15, 2020): 5–15. http://dx.doi.org/10.24818/beman/2020.10.1-01.

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The relevance of the present paper is the set of assessments and analysis of the existing situation regarding the positioning of women in the structures of power and responsibility. Our current approach is based on the analysis of the women's manager profile and the leadership styles adopted by women. Based on an extensive literature review of the articles, books and the research undertaken to date, the article presents a series of differences that appear between a business woman and a business man. It also includes a characterization of the main obstacles a woman has to overcome in an organization and provides solutions for promoting more women in management positions. By investigating personality traits, we wanted to show that leadership skills are not the focus of a single gender. There is more and more evidence that achieving a gender balance and varied and diverse management teams proportionate to all levels in a hierarchy will automatically produce positive results, which will only bring performances to organizations.

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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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Wang, Jia, and Melika Shirmohammadi. "Women Leaders in China." Advances in Developing Human Resources 18, no. 2 (April 12, 2016): 137–51. http://dx.doi.org/10.1177/1523422316641399.

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The Problem Leadership research has received extensive attention; however, leadership research that focuses on women is still not part of the mainstream. Furthermore, our current knowledge about leadership is primarily built upon studies situated in the Western context. As a result, while we know much about leadership in general, our understanding of women leadership in a non-Western setting, specifically in China, is still limited. The Solution This scoping study was conducted to provide a holistic and balanced picture of women leadership progress in China through a literature review. By focusing on women leaders in China, we intend to extend our current understanding of the leadership phenomenon beyond the Western context and the mainstream research foci. The Stakeholders Developing women leaders is a collaborative effort, requiring multiple stakeholders. For China, findings from this research will benefit national policymakers, organizational leaders, human resource development practitioners, and women leaders. It will also inform Western organizations and managers who will interact with women leaders in China, as well as all scholars who pursue this line of inquiry.

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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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Shankar, Padma. "Leadership Attribute among Women Employees." Review of Professional Management- A Journal of New Delhi Institute of Management 8, no. 1 (June 1, 2015): 108. http://dx.doi.org/10.20968/rpm/2010/v8/i1/92859.

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Teede, Helena J. "Advancing women in medical leadership." Medical Journal of Australia 211, no. 9 (August 11, 2019): 392. http://dx.doi.org/10.5694/mja2.50287.

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Mousa, Mariam, Jacqueline A. Boyle, and Helena J. Teede. "Advancing women in medical leadership." Medical Journal of Australia 212, no. 4 (January 5, 2020): 190. http://dx.doi.org/10.5694/mja2.50475.

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Keane, Michael. "Advancing women in medical leadership." Medical Journal of Australia 212, no. 4 (January 5, 2020): 189. http://dx.doi.org/10.5694/mja2.50476.

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Learoyd, Diana L., and Jane Holmes‐Walker. "Advancing women in medical leadership." Medical Journal of Australia 212, no. 4 (January 5, 2020): 189. http://dx.doi.org/10.5694/mja2.50478.

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Tinsley, Joyce A. "Women Physicians in Leadership Roles." Mayo Clinic Proceedings 61, no. 12 (December 1986): 1004–5. http://dx.doi.org/10.1016/s0025-6196(12)62653-6.

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Journal articles on the topic 'Women Leadership in women'

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