Using organizational justice to predict in-role and extra-role performance works in different ways for men relative to women

Distributive, procedural, interpersonal and informational justices were included in this study of gender differences in in-role and extra-role behavior. Distributive justice predicted performance, organizational commitment and OCB for men but only performance and job satisfaction for women. Procedural justice predicted job satisfaction for men and did not predict any outcomes for women. Informational justice predicted job satisfaction for both male and female respondents. Informational justice predicted female but not male organizational commitment and in-role performance. Interpersonal justice predicted male but not female organizational citizenship behavior. The study demonstrates important distinctions between the four organizational justice types and how men and women respond differently to those distinctions. The differences in the drivers of in-role performance between men and women may also have practical implications for managers. For example, distributive justice was a direct in-role performance driver for both genders, but informational justice provides an incremental direct effect for women.

A cross-cultural study into peer evaluations of women's leadership effectiveness

Purpose: The present paper is based on a cross-cultural exploration of middle managers in two diverse cultures and aims to focus on how the leadership styles of managerial women are perceived and evaluated. In particular, female and male peer evaluations of leadership effectiveness in Malaysia and Australia are to be explored.

Design/methodology/approach: Surveys from 324 middle managers from Malaysia and Australia were quantitatively analysed. The sample for the study was drawn from organisations in four industry types in both countries.

Findings:  Findings suggest that evaluations of female managers' leadership styles in general, and within the respondent's own organisations, were strongly culture specific, especially in Malaysia. The results reflected the strongly held values, attitudes and beliefs of each country. While this is not unexpected, it does highlight a need to be cautious when interpreting Western research results and attempting to transplant those into other cultures. In Malaysia, female managers were not seen as effective in the leadership styles they adopted in their roles when compared to the Australian female managers' evaluations. Such an evaluation may have had little to do with an objective appraisal of the female managers' capability, but rather with a strongly held cultural belief about the appropriate role of women in society, and in organisations in particular.

Research limitations/implications:  It is suggested that national culture manifests itself in the values, attitudes and behaviours of people. Cultural influences are therefore likely to impact on the way women and men behave in the workplace, particularly when roles of authority and power are evident, and the way in which that behaviour will be evaluated by others. Further research using different samples in different cultures are recommended. In addition, the influence of ethnicity, race or religion in plural countries such as Malaysia and Australia is also worthy of investigation.

Practical implications:  This research suggests that values and attitudes are strongly culture-specific and therefore have the ability to influence evaluations at an organisational level. Such an awareness of cultural influences should guide appropriate human resource practices, particularly within a globalized environment.

Originality/value:  The inclusion of a gender comparison in the data analysis in this paper is a significant attempt to add to the extant knowledge of the cross-cultural research. This is a unique contribution because of the omission of a gender perspective in the previous two seminal studies in culture literature (i.e. Hofstede and House et al.). In addition, the findings suggest that culture-specific influences are important determinants that impose expectations on the role of women differently from men in society and within organisations hence, making the gender comparison of the findings more significant.

Women in international assignments in multinational enterprises

Research in the US, Europe and Australia shows that women's participation in international assignments is low. This book seeks to understand why this is the case. A conceptual framework of the factors related to the participation of women in international assignments was developed. Areas covered include the organisational environment, interpersonal factors and support, individual variables, characteristics and repatriation factors. Three studies were conducted using international assignees, repatriates and human resource managers. The conceptual framework was empirically supported by the three studies. It is anticipated that this knowledge will assist women, HR managers and the HR function to develop selection systems, environments and attitudes that are supportive of women participating in international assignments in MNEs. The research should be useful to practitioners, and academics who are interested in the field of international human resource management, and to women considering participating in an international assignment.

The role of leadership theory in raising the profile of women in management

Purpose: To consider how leadership theories have helped or hindered raising the profile of women in management and leadership roles.

Design/methodology/approach: This paper traces the earlier leadership theories through to the contemporary research on transactional and transformational leadership styles and offers a viewpoint on how each theory has contributed, or otherwise, to an awareness and acceptance of women in management and leadership roles.

Findings:  In 1990, research began to report gender differences in leadership styles with female managers being seen in positive terms as participative, democratic leaders. More recent work reports that women are believed to exhibit more transformational leadership style than their male colleagues, and this is equated with effective leadership.

Research limitations/implications:  All of the earlier theories on leadership excluded women and this exacerbated the problem of women not being seen as an appropriate fit in a management or leadership role. Recent findings clearly describe that the transformational qualities of leadership that women exhibit are required by the flatter organisational structures of today. Therefore, a more positive outcome for women advancing to senior roles of management or leadership may be observed in the future.

Originality/value:  The paper reviews the major leadership theories, and links these to a timeframe to illustrate how women were not visible in a management context until relatively recently. Such an omission may have contributed to the continuing low numbers of women who advance to senior management and leadership roles.

Malaysian and Australian male and female middle managers : a cross-cultural comparison of workplace attitudes, aspirations for promotion, and self-rated leadership styles

This paper outlines the rise of women in management worldwide, and considers why so few women achieve senior or executive management positions. This slow advance of women into senior roles is unexpected given that the changes in organisations today are believed to require more ‘feminine leadership’. A decrease in the emphasis on masculine characteristics for managers is reported, and a requirement that more ‘feminine leadership’ needs to be adopted by organisations in order to ensure their survival in the future (Powell, Butterfield & Parent, 2002, p.189). Recent empirical research reports that there are differences in leadership style between male and female managers, and the findings suggest that women exhibit more transformational leadership than their male counterparts, with this style being strongly equated with effective leadership (Eagly, Johannesen-Schmidt, van Engen, 2003). However, these findings are based on western research, and it may be that cross cultural research will yield a different picture (House, Hanges, Javidan, Dorfman, & Gupta, 2004). Leadership and leadership styles may be conceptualised differently in a more paternalistic society. To explore this possibility, a cross cultural study was conducted in Malaysia and Australia. It is hypothesised that countries that are paternalistic in cultural values will exhibit a stronger constraint on women in management roles, which may impact on workplace attitudes, aspirations for promotion and style of leadership exhibited. Therefore, it is possible that the career advancement of women may be more problematic for Malaysian managerial women than their Australian counterparts. Results from an initial pilot study in Malaysia and Australia are outlined, and highlight some interesting similarities and differences to what are reported in the western literature.

Executive women in Australia

Women currently comprise approx. 25% of the Australian workforce in the Australian Bureau of Statistics category of Managers & Administrators. Little is known of their health status. HBA Health Management made available the results of corporate health assessments of 600 female clients in this category to carry out this health status study based on a range of medical, lifestyle and fitness indicators. Comparisons were drawn from women working within other occupational categories. Analysis showed there to be few detrimental health effects associated with being employed as a Manager & Administrator or with being married. Being a mother and employed does have some negative health effects.

The story of Lijjat : women's entrepreneurship and empowerment in India

This paper narrates the story of an Indian women's organisation called Lijjat which is not only a case in women's empowerment but one of a very successful business enterprise by any standards. Lijjat has grown over a period of half a century from its humble beginnings in 1959 to a growing organisation symbolising women's empowerment through an enterprise that has a turnover of l. Rs. 4.85 billion and an envious brand image for its consumer products. The Lijjat business model offers us insights and solutions in the third and fourth world context to fight poverty and restore dignity. More importantly, it offers us a business model to empower women and thus their families living at C.K. Prahlads "bottom of the pyramid" not only as consumers, but in this instance, in full measure as entrepreneurs and business managers.

Women in ICT project management and society : snapshot of a decade and a conduit for sustainable progress

In the past decade, the power of pervasive Internet has permeated global businesses, as the world became interconnected. During this momentous decade, the proportion of women working in the information communication technology (ICT) industry as project managers increased, triggered by the opportunities presented by this brave new networked world. This trend posed new complexities in organizations and resulted in some significant changes in the societal composition. This paper provides a snapshot of the progress of women project managers in the ICT sector over the past decade, their challenges and the approach of some businesses to address these, leveraging on opportunities presented by emerging or evolving technologies. The research reported in this paper synthesizes literature reviews, previous research and a cross-sectional global survey that was conducted in 2010, within ICT sector that sought perceptions of women who work in the ICT sector regarding the constructive role of organizations and ICTs in their progress over the decade.

Failure to thrive: mid-career women in higher education

Gender underrepresentation in higher education (HE) is a persistent global phenomenon. The purpose of this research was to re-examine it through symbolic interactionism (SI). Eight women aspiring to leadership were invited to participate in semi structured interviews after attending a leadership programme specifically designed to enhance their prospects. Analysis indicated ambiguities and contradictions surround notions of leadership, as well as opportunities for leadership. This was evidenced by their appraisal of the existing leadership, speculations regarding their leadership capacity, how the participants position themselves and are positioned in their workplace. Actively “paying it forward” was seen as facilitating promotion, and line managers’ familiarity with the work undertaken by aspirants. Formal leadership training was advocated rather than experiential processes. 

Female senior managers in the Brazilian finance industry: a journey towards success

No nível global, a representação de líderes de sexo feminino nas empresas muitas vezes ainda se dá em números baixos em termos de percentagem. Particularmente em finanças, esses registros estão abaixo da média da indústria, e a forte concorrência e o ambiente de trabalho dominado pelos homens tornam difícil para as mulheres atingir o topo da pirâmide corporativa (Torres et al., 2013; OECD Better Life Index 2015). Isto pode ser devido a uma falta de equilíbrio trabalho-vida, diferentes estilos de liderança, as mulheres sendo intimidadas, ou a conformidade com estruturas familiares convencionalmente englobadas. No Brasil, os códigos de comportamento tradicionais são muito palpáveis na sociedade do país, embora esta também tenha se beneficiado de uma forte presença de movimentos feministas na segunda metade do século passado (Tate and Yang, 2015; Bowles et al. 2007; Niederle and Vesterlund, 2007). Nos últimos anos, o setor financeiro brasileiro tem crescido, oferecendo maiores oportunidades de emprego e desenvolvimento de carreira nas corporações nacionais e internacionais (Chiang et al., 2013; Bruschini, 2007). Esta dissertação aborda os desafios enfrentados por líderes de sexo feminino do mercado financeiro brasileiro e as suas trajetórias de carreira. Este objetivo será atingido por meio de uma análise de mídia social, focando nos anos de experiência de trabalho das mulheres analisadas, a posição atual delas e se elas têm filhos, bem como com 10 entrevistas semiestruturadas realizadas com executivas no setor financeiro no Brasil. Estas medidas irão abranger lacunas na literatura e consequentes recomendações para pesquisas futuras.

Women and Performance in Corporate America

Women and Performance in Corporate America The glass ceiling has been shattered. Women like Indra Nooyi, the CEO of PepsiCo.; Angela Braly, the CEO of Wellpoint; and Patricia Woertz, the CEO of Archer Daniels Midland, are proof that women can achieve top leadership positions in corporate America. However, the scarcity of female leaders occupying the top ranks of corporate America, and the significant wage gap between men and women, suggest that there are significant complications along the path toward success for women in the corporate world.The data show that a disproportionately small number of women are making it to top leadership positions in corporate America. According to the US Department of Labor, in 2007 women accounted for 46% of the total work force, and 51 % of all workers in management, professional, and related occupations. Women outnumbered men in occupations including financial managers, human resource managers, education administrators, medical and health service managers, accountants and auditors, budget analysts, and property, real estate, and social and community association managers (US Department of Labor, 2007). However, women hold only 15.2% of board director positions, 15.7% of corporate officer positions, and 6.2% of top earner positions (Catalyst, 2009b). Additionally, according to a 2008 Corporate Library survey, only 2.6% of Fortune 500 companies currently have female CEOs (as cited in Jones, 2009).The data also show that women earn less than men in the work force. The US Department of Labor found that women working full time in 2007 made only 80% of the salaries of men (US Department of Labor, 2008). Studies designed to control for factors other than gender have not been able to account for the wage gap between men and women (Eagly & Carli, 2007, US Government Accountability Office, 2003). Even among CEO's of fortune 500 companies, female CEO's make only 85% of the salaries of male CEO's (Jones, 2009).

The Congress of women held in the Woman's building, World's Columbian exposition, Chicago, U.S.A., 1893 : With portraits, biographies and addresses /

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Handbook for FWP managers /

"FWP-3."

Muslim Women Managing Women's Shelters : Somaya, the Muslimwoman and Religion as Resource

This article focuses on Sisters’ Shelter Somaya in Sweden, an organization unique in its claim to be a women’s shelter by and for Muslim women, and in its combining of Islamic and secular feminisms. Examining the organization’s self-presentations, the author argues that there is, however, an ongoing shift from an emphasis on its Muslim profile to a dissolution of the very same. Looking into potential loss in the process (for clients, activists, allies, and feminism at large), the analysis draws on current research on anti-Muslim intolerance and normative secularism. The concept of the “Muslim woman” is employed to illustrate the stereotyping that continuously associates Muslim women with “victims” inhabiting shelters rather than capable “managers”. Intersectionality is pointed at as an emic strategy adopted by Somaya to overcome division, but also critically analysed as a consensus-creating signifier that hinders diversity. Thus,the article raises the increasingly important issue of the relationship between religion, gender, and feminism in the post-secular turn, and the author calls for critical self-reflection and creative affirmation in the interaction with heterogeneous others.

«We need more women in managerial jobs» – Gender equality and management in the Nordic context : Deconstruction and critical perspectives

Focusing on the Nordic context, this article highlights complexities between gender equality discourse established at the societal level and discursive practice in organizations, particularly in relation to management, managing and managers. This research task is carried out by deconstructing a management text, and grounding the deconstruction in critical feminist literature. This analysis illustrates how managerial discourse is challenged and questioned by pro-egaliterian arguments in the Nordic context. However, it also demonstrates the pervasiveness of the gendered elements in managerial discourse, which relies on specific conceptions of parenthood where motherhood is constructed as problematic whereas fatherhood remains absent – and thus unproblematic. It is suggested that the ‘Nordic case’ provides a fruitful basis for similar studies in other societal contexts in Europe.