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Artículos de revistas sobre el tema "Female managers"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 25 de julio de 2025

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1

Mehmood, Qaiser, Melvyn R. W. Hamstra, and Bert Schreurs. "Employees’ perceptions of their manager’s authentic leadership." Personnel Review 49, no. 1 (2019): 202–14. http://dx.doi.org/10.1108/pr-03-2019-0097.

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Purpose The purpose of this paper is to test whether managers’ political skill is relevant for employees’ authentic leadership perceptions. Political influence theory assumes that political tactics seek to affect others’ interpretations of a person or situation. Thus, what matters for employees’ perceptions of their manager’s authentic leadership may be whether the manager actively seeks to show behavior that can be interpreted as authentic leadership. Combining political influence theory and gender stereotypes research, it is further suggested that manager gender moderates the employees’ inte

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2

Muto, Mami. "Influence of Gender and Gender Role Attitudes on Japanese Employees’ Evaluations of Female Managers: Evidence from a Nationwide Survey of Full-Time Workers." Advances in Social Sciences Research Journal 12, no. 05 (2025): 154–63. https://doi.org/10.14738/assrj.1205.18879.

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Women are increasingly expected to play active roles in Japanese society. However, they remain underrepresented in political leadership and corporate decision-making positions, and gender inequality persists. This study examined whether individuals’ gender role attitudes influence their psychological acceptance of women managers and whether this evaluation differs by the evaluator’s gender. The study used an online research panel to collect data from 1,102 full-time Japanese employees (552 men and 550 women, age range 20 to 61 years, Mean age = 43.89, SD = 12.53) and applied a 3-factor between

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3

Beal, Brian. "Changing image of the ideal manager." Human Resource Management International Digest 24, no. 3 (2016): 41–43. http://dx.doi.org/10.1108/hrmid-01-2016-0010.

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Purpose The purpose of this paper is to extend the “think manager, think male” research paradigm by examining managerial stereotypes as a function of both gender and sexual orientation, thus comparing the similarity of managerial stereotypes against the stereotypes of male (heterosexual and gay) and female (heterosexual and lesbian) managers. Design/methodology/approach In total, 163 heterosexual participants used the 92-item “Descriptive Index” attribute inventory to rate one of five target groups: successful managers, heterosexual male managers, heterosexual female managers, gay male manager

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4

Liberman, Benjamin E., and Frank D. Golom. "Think manager, think male? Heterosexuals’ stereotypes of gay and lesbian managers." Equality, Diversity and Inclusion: An International Journal 34, no. 7 (2015): 566–78. http://dx.doi.org/10.1108/edi-01-2015-0005.

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Purpose – The purpose of this paper is to extend the “think manager, think male” research paradigm by examining managerial stereotypes as a function of both gender and sexual orientation, thus comparing the similarity of managerial stereotypes against the stereotypes of male (heterosexual and gay) and female (heterosexual and lesbian) managers. Design/methodology/approach – In total, 163 heterosexual participants used the 92-item Descriptive Index attribute inventory to rate one of five target groups: successful managers, heterosexual male managers, heterosexual female managers, gay male manag

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5

Farr‐Wharton, Rod, and Yvonne Brunetto. "Female entrepreneurs as managers." Gender in Management: An International Journal 24, no. 1 (2009): 14–31. http://dx.doi.org/10.1108/17542410910930725.

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6

Tomlinson, Jennifer, and Susan Durbin. "Female part‐time managers." Equality, Diversity and Inclusion: An International Journal 29, no. 3 (2010): 255–70. http://dx.doi.org/10.1108/02610151011028859.

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7

Park, Yoonhee, Jiyoung Kim, and Harin Lee. "The Influences of Supportive Leadership and Family Social Support on Female Managers’ Organizational Effectiveness: The Mediating Effect of Positive Spillover between Work and Family." Behavioral Sciences 13, no. 8 (2023): 639. http://dx.doi.org/10.3390/bs13080639.

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This study aims to examine the influence of supportive leadership and family social support for female managers on organizational effectiveness and test the mediating effect of positive spillover between work and family (PSWF). This study utilized data of 974 married female managers from the 6th Korean Female Manager Panel (KWMP) survey to analyze the relationship between the latent variables. Hypotheses of this study were tested using Structural Equation Model Analysis (SEM). This study found that supportive leadership and PSWF have a positive influence on female managers’ organizational effe

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8

Szymanska, Izabela I., and Beth A. Rubin. "Gender and relationship differences in the perceptions of male and female leadership." Gender in Management: An International Journal 33, no. 4 (2018): 254–81. http://dx.doi.org/10.1108/gm-06-2016-0127.

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Purpose This research aims to investigate the differences in evaluations of job performance between male and female managers by those managers’ immediate bosses and peers. Design/methodology/approach Drawing on gender structure theory, along with ideas about status characteristics, the authors use hierarchical regression to test the hypotheses that male and female bosses and peers deferentially evaluate the male and female manager’s global job performance. The authors hypothesize significant two-way interactions (gender of the manager by gender of evaluator) in predicting a manager’s job perfo

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9

Bossler, Mario, Alexander Mosthaf, and Thorsten Schank. "Are Female Managers More Likely to Hire More Female Managers? Evidence from Germany." ILR Review 73, no. 3 (2019): 676–704. http://dx.doi.org/10.1177/0019793919862509.

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This article investigates whether there is state dependence in the gender composition of managers in German establishments; that is, whether the number of hired female managers depends on the past hiring decisions of an establishment. Using administrative data, the authors apply dynamic linear models, thereby accounting for unobserved heterogeneity and the endogeneity of lagged dependent variables. Results show that hiring female managers leads to the hiring of more female managers in the subsequent period. Hiring rates for male managers follow a similar pattern in that they are more likely to

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10

Frank, Ellen. "Students' Perceptions of Women in Management: 1988-2018." Advancing Women in Leadership Journal 40, no. 1 (2022): 65–74. http://dx.doi.org/10.21423/awlj-v40.a364.

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Replicates a study completed 30-years before regarding college students' perceptions of women in management. Questions include descriptions on semantic differential scales of male/female managers, personal preferences for a boss, and estimates on when management equality would be achieved by women. Factor analysis in 2018 defined the same three factors as in 1988. Male managers' factor scores are higher on "Managerial Behavior," female managers higher on "Consideration," and no significant difference for "Initiation of Structure" in both studies. When asked the preferred boss of a mixed-gender

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11

Martínez-Zarzoso, Inmaculada. "Female top managers and firm performance." PLOS ONE 18, no. 2 (2023): e0273976. http://dx.doi.org/10.1371/journal.pone.0273976.

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This paper uses firm-level data worldwide to investigate productivity gaps between female and male-managed companies in developing and developed countries and compare the outcomes obtained for different regions in the world. The main aim is to shed some light on the debate around the existence of performance differences when females participate in managerial activities. The main results indicate that it is crucial to distinguish between female management and female ownership and the confluence between both. We find that when the firms have a top female manager and ownership is exclusively male

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12

Levi, Maurice D. "Stimulating Recruitment of Female Managers." Relations industrielles 31, no. 1 (2005): 72–83. http://dx.doi.org/10.7202/028683ar.

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In order to induce firms to feel indifferent towards the sexes in their recruitment for the administrative level, the cause of preference towards males must be eliminated. In this paper the author discusses the preference for males that arise out of expected lower turnover for male employees.

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13

Alkadry, Mohamad G., Sebawit G. Bishu, and Susannah Bruns Ali. "Beyond Representation: Gender, Authority, and City Managers." Review of Public Personnel Administration 39, no. 2 (2017): 300–319. http://dx.doi.org/10.1177/0734371x17718030.

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For the last 50 years, the U.S. government has worked to address the sex pay gap in the workforce. Nevertheless, the pay gap remains persistent across sectors and organizational hierarchies. This study investigates the direct and indirect effects of sex and authority profile on the pay gap of city managers in the United States. The study uses ordinary least squares (OLS) regression analysis to predict the relationship between a city manager’s sex and authority profile variables as well as the relationship between authority profile variables and a city manager’s annual salary. Our OLS analysis

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14

Neuhauser, Charlotte. "Project Manager Leadership Behaviors and Frequency of Use by Female Project Managers." Project Management Journal 38, no. 1 (2007): 21–31. http://dx.doi.org/10.1177/875697280703800103.

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15

Brodsky, Marcia A. "Successful Female Corporate Managers and Entrepreneurs." Group & Organization Management 18, no. 3 (1993): 366–78. http://dx.doi.org/10.1177/1059601193183007.

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16

Broadbridge, Adelina. "Female and male managers – equal progression?" International Review of Retail, Distribution and Consumer Research 6, no. 3 (1996): 259–79. http://dx.doi.org/10.1080/09593969600000024.

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17

Linehan, Margaret. "Networking for female managers’ career development." Journal of Management Development 20, no. 10 (2001): 823–29. http://dx.doi.org/10.1108/eum0000000006237.

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18

Jurajda, Štěpán, and Teodora Paligorova. "Czech female managers and their wages." Labour Economics 16, no. 3 (2009): 342–51. http://dx.doi.org/10.1016/j.labeco.2008.11.001.

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19

Linehan, Margaret, and Hugh Scullion. "The repatriation of female international managers." International Journal of Manpower 23, no. 7 (2002): 649–58. http://dx.doi.org/10.1108/01437720210450806.

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20

Adler, Nancy J. "Expecting international success: Female managers overseas." International Executive 27, no. 2 (1985): 13–14. http://dx.doi.org/10.1002/tie.5060270204.

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21

Domsch, Michel, and Bianka Lichtenberger. "Foreign assignment for female German managers." International Executive 34, no. 4 (1992): 345–55. http://dx.doi.org/10.1002/tie.5060340405.

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22

Lu, Qianwen, Shouming Chen, and Peien Chen. "The Relationship between Female Top Managers and Corporate Social Responsibility in China: The Moderating Role of the Marketization Level." Sustainability 12, no. 18 (2020): 7730. http://dx.doi.org/10.3390/su12187730.

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This study links the gender diversity of the top management team (TMT) to corporate social responsibility (CSR) and examines the moderating role of the marketization level in their relationship. According to the token theory, females are “tokens” and have difficulty playing their roles when they are rare in groups, where their presence is used for providing legitimacy. Meanwhile, CSR is implemented to gain legitimacy. Therefore, we predicted that there was a negative relationship between female top managers and CSR, and that the marketization level positively moderated their relationship. The

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23

Kinasih Yekti Nastiti, Pambayun, Apriani Dorkas Rambu Atahau, and Supramono Supramono. "Working Capital Management Policy: Female Top Managers and Firm Profitability." Central European Management Journal 27, no. 3 (2019): 107–27. http://dx.doi.org/10.7206/cemj.2658-0845.5.

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24

Delgadová, Elena, and Monika Gullerová. "Female managers and their characteristics in the Trenčin region, Slovakia." Problems and Perspectives in Management 15, no. 2 (2017): 549–56. http://dx.doi.org/10.21511/ppm.15(si).2017.08.

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Gender equality has been a major principle of the European Union since the Treaty of Rome introduced the principle of equal pay for men and women in 1957. Gender equality means the same rights and opportunities for women and men across all sectors of society. The primary objective of the paper is to explore the management style of women, as well as their distinctive characteristics. It is believed that these distinctive features have a major influence upon their career-related behavior. The contribution tries to underscore the fact that women of the 21st century can prove themselves successful

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25

Fischbach, Andrea, Philipp W. Lichtenthaler, and Nina Horstmann. "Leadership and Gender Stereotyping of Emotions." Journal of Personnel Psychology 14, no. 3 (2015): 153–62. http://dx.doi.org/10.1027/1866-5888/a000136.

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Abstract. People believe women are more emotional than men but it remains unclear to what extent such emotion stereotypes affect leadership perceptions. Extending the think manager-think male paradigm ( Schein, 1973 ), we examined the similarity of emotion expression descriptions of women, men, and managers. In a field-based online experiment, 1,098 participants (male and female managers and employees) rated one of seven target groups on 17 emotions: men or women (in general, managers, or successful managers), or successful managers. Men in general are described as more similar to successful m

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26

Doering, Laura, and Sarah Thébaud. "The Effects of Gendered Occupational Roles on Men’s and Women’s Workplace Authority: Evidence from Microfinance." American Sociological Review 82, no. 3 (2017): 542–67. http://dx.doi.org/10.1177/0003122417703087.

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The gendering of occupational roles affects a variety of outcomes for workers and organizations. We examine how the gender of an initial role occupant influences the authority enjoyed by individuals who subsequently fill that role. We use data from a microfinance bank in Central America to examine how working initially with a male or female loan manager shapes borrowers’ compliance with future managers’ directives. First, we show that borrowers originally paired with female managers continue to be less compliant with subsequent managers, regardless of subsequent managers’ gender. Next, we demo

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27

Kim, Hyondong. "Investigating the effects of work-family spillovers, gender, and formal mentoring on career goal of managers." International Journal of Manpower 38, no. 8 (2017): 1065–85. http://dx.doi.org/10.1108/ijm-09-2014-0186.

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Purpose The purpose of this paper is to identify whether work-family spillovers significantly affect company managers’ determination of career goals by examining the importance of gender and formal mentoring to these managers. Design/methodology/approach The study sample consisted of 4,222 Korean managers compiled from a large-scale data set (Korean Women Manager Panel) that was collected by the Korea Women Development Institution in two waves (2009 and 2011). Findings Positive work-family spillover is positively related to managers’ career goals, whereas negative work-family spillover is nega

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28

Zhou, Manxiao, and Biyan Wen. "An Empirical Study about the Impact of Work-family Conflict on Female Staff’s Career Development in Hotels." Journal of Sustainable Development 9, no. 5 (2016): 100. http://dx.doi.org/10.5539/jsd.v9n5p100.

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Hotel industry is a labor-intensive industry for women and the proportion of women in the hotel industry is large while the number of women managers has also increased. However, the traditional gender, social support and work-family conflict and other various factors make the career development of women managers in hotels relatively more resistance. Work-family conflict has significant impacts on both work and family. Therefore, the paper chose the female middle managers in hotels as the research object, and used literature research and questionnaire method to gather data. Then, the reliabilit

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29

Nakhoda, Maryam, and Samaneh Rahimian. "Factors affecting empowerment of female librarians, views of female managers of Tehran public libraries." Library Management 36, no. 8/9 (2015): 663–72. http://dx.doi.org/10.1108/lm-09-2015-0059.

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Purpose – The purpose of this paper is to study promoting and inhibiting factors in empowerment of female librarians in the opinion of female managers. It is necessary that library managers identify and monitor influential factors in empowering librarians, and attempt to eliminate factors with negative effects. Design/methodology/approach – This study is conducted in a phenomenological approach, which relies on in-depth interviews among nine female managers of top public library in Tehran. Data were collected via semi-structured interviews. Qualitative thematic analysis method was used for ana

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30

Nam, Hyunjung. "Mediating Effect of Authentic Leadership in the Relationship between Organizational Culture and Job Engagement: Focused on Female Managers." Korean Academy Of Leadership 12, no. 4 (2021): 181–215. http://dx.doi.org/10.22243/tklq.2021.12.4.181.

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This study focused on leadership roles in reducing gender inequality among workers within organizations and promoting women's participation in society. The purpose of this study is to examine how female managers' authentic leadership is demonstrated in terms of organizational culture and to identify factors affecting job engagement that leads to continuous labor market participation. For the analysis, a total of 975 female managers above the manager level were targeted by using the 7th data of the female manager panel surveyed by the Korea Women's Policy Institute. As a research method, SPSS 2

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31

Miller, Denise A. "Black British female managers—The silent catastrophe." Gender, Work & Organization 28, no. 4 (2021): 1665–82. http://dx.doi.org/10.1111/gwao.12688.

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32

Daspro, Eileen. "An evaluation of female expatriate managers’ efficacy." econoquantum 1, no. 1 (2004): 83–92. http://dx.doi.org/10.18381/eq.v1i1.187.

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33

Hamstra, Melvyn, Qaiser Mehmood, Bert Schreurs, and Dinah Gutermuth. "Predicting Employee Perceptions Of Female Managers’ Sincerity." Academy of Management Proceedings 2018, no. 1 (2018): 10231. http://dx.doi.org/10.5465/ambpp.2018.10231abstract.

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34

Duong, Thuong Thi, and Martin Skitmore. "FEMALE PROJECT MANAGERS? WORKPLACE PROBLEMS: A SURVEY." Journal of Women and Minorities in Science and Engineering 9, no. 2 (2003): 183–96. http://dx.doi.org/10.1615/jwomenminorscieneng.v9.i2.50.

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35

Wiggins, Carla. "Female Healthcare Managers and the Glass Ceiling." Hospital Topics 69, no. 1 (1991): 8–14. http://dx.doi.org/10.1080/00185868.1991.9948448.

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36

Brockbank, Anne, and Joanne Traves. "Career progression of female managers in retailing." Women in Management Review 10, no. 4 (1995): 4–10. http://dx.doi.org/10.1108/09649429510091966.

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37

Aggarwal, Rajesh, and Nicole M. Boyson. "The performance of female hedge fund managers." Review of Financial Economics 29 (April 2016): 23–36. http://dx.doi.org/10.1016/j.rfe.2016.02.001.

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38

Burke, Ronald J., Zena Burgess, and Barry Fallon. "Workaholism among Australian female managers and professionals." Equal Opportunities International 25, no. 3 (2006): 200–213. http://dx.doi.org/10.1108/02610150610687845.

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39

Atkinson, Stanley M., Samantha Boyce Baird, and Melissa B. Frye. "Do Female Mutual Fund Managers Manage Differently?" Journal of Financial Research 26, no. 1 (2003): 1–18. http://dx.doi.org/10.1111/1475-6803.00041.

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40

Wallace, Michelle, and Teresa Marchant. "Developing female middle-managers in Australian universities." Higher Education 58, no. 6 (2009): 781–97. http://dx.doi.org/10.1007/s10734-009-9225-x.

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41

Geiler, Philipp, and Luc Renneboog. "Are female top managers really paid less?" Journal of Corporate Finance 35 (December 2015): 345–69. http://dx.doi.org/10.1016/j.jcorpfin.2015.08.010.

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42

Davidson, Marilyn J., and Cary L. Cooper. "Female Managers in Britain – A Comparative Perspective." Human Resource Management 26, no. 2 (1987): 217–42. http://dx.doi.org/10.1002/hrm.3930260207.

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43

Heikkinen, Suvi Susanna. "How do male managers narrate their female spouse ' s role in their career?" Gender in Management: An International Journal 29, no. 1 (2014): 25–43. http://dx.doi.org/10.1108/gm-05-2012-0054.

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Purpose – The aim of this study is to investigate how male managers make meaning the role of their female spouses along with their careers. Design/methodology/approach – The topic was investigated within a Finnish context by analyzing the narratives of 29 male managers. Common to the men were their managerial position and extensive work experience. All the men had or had had one or more spouses during their careers, and all of them were fathers. Findings – A typology distinguishing four types of female spouses was constructed: supporting, balance-seeking, care-providing, and success-expecting

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44

Roh, Kyung-Ran, and Eun-Bee Kim. "An Analysis of Male and Female Managers’ Responses to Work Stress: Focused on the Case of South Korea." International Journal of Environmental Research and Public Health 18, no. 21 (2021): 11119. http://dx.doi.org/10.3390/ijerph182111119.

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This study aims to determine how work the stress of female and male managers in Korean companies influences their capabilities and career development behavior and analyzes how it affects their turnover intention. According to the analysis results determined using the panel data from the Korean Women’s Development Institute, first, work stress experienced by managers increases their turnover intentions regardless of gender. Secondly, more work stress decreases the development behavior of male mangers but strengthens the career development behavior of female managers. Thirdly, greater work stres

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Dohse, Dirk, Rajeev K. Goel, and Michael A. Nelson. "Female owners versus female managers: Who is better at introducing innovations?" Journal of Technology Transfer 44, no. 2 (2018): 520–39. http://dx.doi.org/10.1007/s10961-018-9679-z.

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Wu, Monica Shu-Fen. "Effects of Female Managers’ Leadership on Teamwork and Organizational Performance in Catering Industry." Acta Oeconomica 65, s2 (2015): 325–37. http://dx.doi.org/10.1556/032.65.2015.s2.24.

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The promotion of educational standards and the rising independent awareness of females, females are gradually taking a place in the employment market. Industrial structure evolution and social transformation have the societies in Taiwan change from traditional manufacturing to hi-tech, information, and food service industries. Demands for human resources therefore become different from the past that lots of employment opportunities were indirectly created for females. Regarding the labor participation rate, the increasing female engagement in workplaces has enhanced the generation of female le

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47

Marwah Shofi, Kambarwati Nur, and Nuzulul Kusuma Putri. "GENDER SEGREGATION OF HEALTH MANAGERS IN DISTRICT HEALTH OFFICERS IN INDONESIA." Indonesian Journal of Public Health 18, no. 2 (2023): 265–75. http://dx.doi.org/10.20473/ijph.v18i2.2023.265-275.

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Introduction: Women dominate Indonesia's health system but there is no clear evidence how this is represented equally in the decision-making process. Globally, the healthcare system is challenged by gender segregation of health managerial position. Aims: This study is to explain the findings regarding patterns of male or female dominance in the particular division of the district health office. Methods: This study was an original research discussing gender segregation of male and female dominance as health managers in district health office. We listed the characteristics of health managers in

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48

Ashnai, Bahar, Sudha Mani, Prabakar Kothandaraman, and Saeed Shekari. "Gender bias in the recruitment of entry-level B2B salespeople." Journal of Business & Industrial Marketing 35, no. 8 (2020): 1335–44. http://dx.doi.org/10.1108/jbim-08-2019-0384.

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Purpose In response to calls to reduce the gender gap in the salesforce, this study aims to examine the effect of candidate gender, manager gender and industry to explain gender bias in salesperson recruitment during screening and skill assessment. Design/methodology/approach This paper tested the hypotheses using observational data from a national sales competition in the USA, where managers evaluated student candidates for entry-level sales positions. Findings This research finds gender bias during screening using the dyadic perspective. Specifically, female managers evaluate male candidates

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Harvey, Michael, Miriam Moeller, and Ruth McPhail. "Mentoring Female Global Managers: A Social Comparison Perspective." South Asian Journal of Human Resources Management 4, no. 1 (2017): 21–41. http://dx.doi.org/10.1177/2322093717705027.

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The global business environment is new, complex and not well understood by many of the managers having to “learn by doing.” This “on-the-run” learning experience is particularly difficult for female global managers in the South Asian region who may not have the input or support of others as to how to prepare for relocating overseas. The lack of assistance is further exacerbated by the growing importance of large emerging markets. Given limited history with these key emerging markets, some means of accelerating learning and transferring knowledge to the next generation of (global) managers is a

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50

Daniya, Daniya, and Risa Bhinekawati. "Differences in Attitudes towards Female Managers: Lessons from Technology Start-Up Companies in Jakarta, Indonesia." International Journal of Business Studies 3, no. 3 (2020): 110–24. http://dx.doi.org/10.32924/ijbs.v3i3.104.

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Despite the perceptions that such technology start-up companies are known as a modern working environment that embraces diversity, the data shows that the number of women in the industry, especially in a senior position, is still lower than men. Naturally, men have a high sense of competitiveness and feel more superior to become managers compared to women; while women sometimes practice self-stereotyping and think they are not capable enough for being a leader. This study aims to investigate differences in the attitude of men and women towards female managers in technology start-up companies.

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