Matches in SemOpenAlex for { <https://semopenalex.org/work/W4233936103> ?p ?o ?g. }
- W4233936103 endingPage "118" @default.
- W4233936103 startingPage "110" @default.
- W4233936103 abstract "Purpose The purpose of this two‐part article is to discover why gender plays a significant role in attaining leadership positions. More specifically this article provides a thorough review of the different gender leadership styles, next it outlines the findings regarding whether one gender is more effective than the other on certain dimensions. The article presents the findings of how certain leadership perceptions have evolved. Finally the article will review the challenges faced by women in business contexts. Design/methodology/approach The authors reviewed a wide array of published works on “gender and leadership” to gain insight on this broad topic. Next, the authors narrowed down their review to focus on four specific aspects of the said topic: gender leadership styles, gender effectiveness on certain dimensions, leadership perceptions and challenges women face. Findings The literature on the reviewed four aspects suggests that the most effective leadership style is transformational leadership – the style of leadership that is most often associated with women. It was also found that certain behavioral traits found in female managers are considered to be more effective when dealing with employees, such as empathy, supportiveness, and relationship building. However, there are other traits such as vision where male managers tend to rank better than female managers. Research limitations/implications The use of a literature review may be perceived as limiting but the scope and breadth of contemporary data and empirical finding utilized in this article has more than compensated for this issue. Practical implications The number of working women has and continues to increase, yet the number of women in senior positions of organizations remains nearly unchanged as women are still perceived as inferior leaders when compared to men. Social implications Women are perceived as being less capable than men in leadership roles, thus hindering their aspirations to climb the corporate ladder. What is more, women also find themselves struggling with issues such as the glass ceiling and glass cliff effect as well as balancing both motherhood and career obligations, limiting their workplace advancements. Originality/value A useful source to provide arguments as to how and why women demonstrate excellent managerial skill sets. Also, the ill‐conceived communication silos regarding the perceived notion that women are deemed inferior leaders when compared to their male counterparts are challenged." @default.
- W4233936103 created "2022-05-12" @default.
- W4233936103 creator A5026040259 @default.
- W4233936103 creator A5026921847 @default.
- W4233936103 creator A5030691163 @default.
- W4233936103 creator A5047609998 @default.
- W4233936103 creator A5087792885 @default.
- W4233936103 date "2013-03-08" @default.
- W4233936103 modified "2023-09-26" @default.
- W4233936103 title "Upward mobility for women managers: styles and perceptions: part two" @default.
- W4233936103 cites W1504173878 @default.
- W4233936103 cites W1509729724 @default.
- W4233936103 cites W1546794414 @default.
- W4233936103 cites W1966806682 @default.
- W4233936103 cites W1967764848 @default.
- W4233936103 cites W1974883881 @default.
- W4233936103 cites W2007250676 @default.
- W4233936103 cites W2010814487 @default.
- W4233936103 cites W2012652739 @default.
- W4233936103 cites W2026914866 @default.
- W4233936103 cites W2027816383 @default.
- W4233936103 cites W2032228855 @default.
- W4233936103 cites W2035261372 @default.
- W4233936103 cites W2036342721 @default.
- W4233936103 cites W2037941068 @default.
- W4233936103 cites W2047693970 @default.
- W4233936103 cites W2056076667 @default.
- W4233936103 cites W2062210345 @default.
- W4233936103 cites W2065631338 @default.
- W4233936103 cites W2070376904 @default.
- W4233936103 cites W2080276737 @default.
- W4233936103 cites W2104636173 @default.
- W4233936103 cites W2106045451 @default.
- W4233936103 cites W2113971214 @default.
- W4233936103 cites W2119236248 @default.
- W4233936103 cites W2121261567 @default.
- W4233936103 cites W2126665084 @default.
- W4233936103 cites W2129425018 @default.
- W4233936103 cites W2133117316 @default.
- W4233936103 cites W2133710575 @default.
- W4233936103 cites W2134809246 @default.
- W4233936103 cites W2138993224 @default.
- W4233936103 cites W2143163471 @default.
- W4233936103 cites W2162583857 @default.
- W4233936103 cites W2164216595 @default.
- W4233936103 cites W2235425714 @default.
- W4233936103 cites W4246180339 @default.
- W4233936103 doi "https://doi.org/10.1108/00197851311309552" @default.
- W4233936103 hasPublicationYear "2013" @default.
- W4233936103 type Work @default.
- W4233936103 citedByCount "7" @default.
- W4233936103 countsByYear W42339361032013 @default.
- W4233936103 countsByYear W42339361032018 @default.
- W4233936103 countsByYear W42339361032019 @default.
- W4233936103 countsByYear W42339361032021 @default.
- W4233936103 countsByYear W42339361032022 @default.
- W4233936103 crossrefType "journal-article" @default.
- W4233936103 hasAuthorship W4233936103A5026040259 @default.
- W4233936103 hasAuthorship W4233936103A5026921847 @default.
- W4233936103 hasAuthorship W4233936103A5030691163 @default.
- W4233936103 hasAuthorship W4233936103A5047609998 @default.
- W4233936103 hasAuthorship W4233936103A5087792885 @default.
- W4233936103 hasConcept C111472728 @default.
- W4233936103 hasConcept C120936955 @default.
- W4233936103 hasConcept C138885662 @default.
- W4233936103 hasConcept C144024400 @default.
- W4233936103 hasConcept C15744967 @default.
- W4233936103 hasConcept C166957645 @default.
- W4233936103 hasConcept C169760540 @default.
- W4233936103 hasConcept C17744445 @default.
- W4233936103 hasConcept C197386563 @default.
- W4233936103 hasConcept C199360897 @default.
- W4233936103 hasConcept C26760741 @default.
- W4233936103 hasConcept C2776445246 @default.
- W4233936103 hasConcept C2778012447 @default.
- W4233936103 hasConcept C2779304628 @default.
- W4233936103 hasConcept C2779885105 @default.
- W4233936103 hasConcept C36289849 @default.
- W4233936103 hasConcept C38775462 @default.
- W4233936103 hasConcept C39549134 @default.
- W4233936103 hasConcept C41008148 @default.
- W4233936103 hasConcept C75630572 @default.
- W4233936103 hasConcept C77805123 @default.
- W4233936103 hasConcept C95457728 @default.
- W4233936103 hasConceptScore W4233936103C111472728 @default.
- W4233936103 hasConceptScore W4233936103C120936955 @default.
- W4233936103 hasConceptScore W4233936103C138885662 @default.
- W4233936103 hasConceptScore W4233936103C144024400 @default.
- W4233936103 hasConceptScore W4233936103C15744967 @default.
- W4233936103 hasConceptScore W4233936103C166957645 @default.
- W4233936103 hasConceptScore W4233936103C169760540 @default.
- W4233936103 hasConceptScore W4233936103C17744445 @default.
- W4233936103 hasConceptScore W4233936103C197386563 @default.
- W4233936103 hasConceptScore W4233936103C199360897 @default.
- W4233936103 hasConceptScore W4233936103C26760741 @default.
- W4233936103 hasConceptScore W4233936103C2776445246 @default.
- W4233936103 hasConceptScore W4233936103C2778012447 @default.
- W4233936103 hasConceptScore W4233936103C2779304628 @default.