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Gary N. Powell. Gender and Leadership
SAGE Swifts
Gender and Leadership
Contents
About the Author
Acknowledgments
1 Why Are We Talking about the Linkage between Gender and Leadership?
On Examining Gender and Gender Differences
Researching Gender and Leadership: A Personal Journey
Organization of the Book
2 Why Do Leader Stereotypes Emphasize Masculinity?
Stereotyping
The Linkage between Gender and Leader Stereotypes. Research
Theories
Has The Linkage between Gender and Leader Stereotypes Changed over Time? Research
Theories
Conclusions
3 Why Are There So Few Women in Top Management Positions?
Theories of the Glass Ceiling Phenomenon. Person-centered theories
Situation-centered theories
Social-system-centered theories
Personal Research on the Glass Ceiling Phenomenon
Conclusions
Note
4 Is There a Female Advantage or Disadvantage in the Managerial Ranks?
If you Had a Choice …
Do Women Make Better Bosses?
My 15 minutes of media fame
Theories and research
Do Equal Employment Opportunity Laws Grant Advantages on the Basis of Gender and Race?
Double Advantage, Double Whammy, or Something More Complex?
Conclusions
Note
5 Why Do (Some) Men in Top Management Feel Free to Sexually Harass Women?
Legal and Personal Definitions of Sexual Harassment
Theories of Sexual Harassment
Person-centered theories
Situation-centered theories
Social-system-centered theories
The Saga of Harvey Weinstein
The behaviors
The man
The situation
The social system
Conclusions
What would it take to suppress sexual harassment by men in top management?
What will be the long-term impact of the #MeToo movement?
6 What Actions Would Work Toward Undoing the Linkage between Gender and Leadership?
Debiasing
Leadership Training
Procedures for Filling Managerial Positions
Organizational Culture Regarding Work Hours and Availability
Organizational Culture Regarding Equal Employment Opportunity
Organizational Culture Regarding Sexual Harassment
Proactive Boards of Directors
Conclusions
References
Index
Отрывок из книги
SAGE Swifts
SAGE swifts
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The latter question is seldom addressed in the literature on the linkage between gender and leadership. However, I believe that it belongs in this book because it focuses on a type of behavior directed by mostly male leaders in positions with considerable power towards mostly lower-level female employees or job applicants with less power that is especially problematic, thereby rendering it a question pertaining to gender and leadership.
Chapter 6 serves as the concluding chapter of the book. It addresses the question, “What actions would work toward undoing the linkage between gender and leadership?” In raising this question, it responds to the notion that if social systems can become gendered or “do gender” (West & Zimmerman, 1987), they can also take steps toward “undoing gender” (Deutsch, 2007).
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