Pam Miller
MSOD 630 References
1. Davidson, M., & Burke, R. J. (2011). Women in management worldwide: Progress and
prospects. Farnham, Surrey, England: Gower Pub.
With facts, figures and analysis from more than 30 experts, this expanded and updated second edition provides a genuinely crosscultural assessment of women in management globally. This important book examines evidence that an understanding of the values,
norms and cultural issues bearing on the progress or otherwise of women in organizations is becoming ever more necessary. There is a
looming crisis in organizational leadership, with demographic factors and globalization leading to an international talent war.
2. Sandberg, S., & Donovan, E. (2013). Lean in: Women, work, and the will to lead. New
York: Random House Audio.
Sheryl Sandberg, Facebook COO has become one of America's most galvanizing leaders. In Lean In, she urges women to take risks
and seek new challenges, to find work that they love, and to remain passionately engaged with it at the highest levels throughout their
lives.
3. Campbell, V. (2009). Advice from the top: What minority women say about their career
success. Santa Barbara, Calif: Praeger Publishers.
Offers tips and advice to minority women and others wondering what it takes to succeed in careers in both the for-profit and nonprofit
worlds. This book shares 15 minority women's views on what constitutes success, the factors they consider important to their success,
the obstacles they encountered and overcame, and what women can do to get ahead.
4. Sinclair, A., & Wilson, V. (2002). New faces of leadership. Carlton South, Vic:
Melbourne University Press.
Old models of tough, out-front leadership have less and less relevance in today's dynamic and international business environment. In
New Faces of Leadership, Amanda Sinclair and Valerie Wilson investigate the more open and flexible forms that future leadership
will take.They explore the experiences of thirty of Australia's business leaders, all with successful careers in large corporations--and
their approach is unusual. By drawing out the backgrounds of these men and women, the authors show how personal experience helps
forge an openness to difference. The childhood stories of these leaders are fascinating. They establish that early experiences in
crossing borders--physical, cultural, linguistic, socio-economic and emotional borders--are a key ingredient for successful leadership
in today's world. In the stories of those from immigrant backgrounds, it is not surprising to find discrimination and a strong sense of
needing to camouflage difference. But peeling back the layers reveals that those with more conventional lives have also been shaped
by a variety of border-crossing experiences.New Faces of Leadership is full of unexpected insights.
5.
Fontenot, T. (January 01, 2012). Leading ladies: women in healthcare leadership.
Frontiers of Health Services Management, 28, 4, 11-21.
Women represent an overwhelming majority of the healthcare workforce, yet they are significantly underrepresented in leadership
positions, particularly at the executive and board levels. However, women are uniquely positioned to leverage traits such as
compassion, transparency, and the ability to foster teamwork to lead organizations into the next phase of contemporary healthcare
delivery. In the future, the pace with which women gain access to the C-suite will accelerate as organizations embrace diversity and
select the best qualified leaders in terms of both experience and leadership style that supports organizational culture. While the future
for women in healthcare leadership looks bright, many women are currently struggling to reach the executive office, facing glass
ceilings, competing priorities, and lack of access to support and guidance. In this article I discuss the role of women in healthcare
leadership and offer practical suggestions on how women can reach the top echelon and achieve their goals and aspirations.
6.
Emmerik, H., Wendt, H., & Euwema, M. C. (December 01, 2010). Gender ratio, societal
culture, and male and female leadership. Journal of Occupational and Organizational
Psychology, 83, 4, 895-914.
Top management teams are worldwide largely composed of men, with relatively few female members. The gender ratio in
top management is indicative of the position of women in management within the organization, as well as related to
leadership behaviours of male and female managers. In the present study, the relative importance of societal culture,
organizational, and individual characteristics in explaining leadership behaviours and the associations of gender and
gender ratio with leadership behaviours are studied. Hypotheses are tested with multi-level analyses using a dataset with
information from subordinates rating leadership behaviours of 12,546 managers in 437 organizations in 32 countries. The
results show that in a three-level model (i.e., societal, organizational, and individual level) to explain leadership
behaviours, differences in leadership behaviours are predominantly explained by individual differences, followed by
organizational and societal differences. Further, after controlling for societal influences, a higher gender ratio (relatively
more female managers), was positively associated with consideration and negatively related to initiating structure.
Moreover, for male managers, there was a negative association between gender ratio and initiating structure, indicating
that male managers in organizations with more female managers tend to engage less in initiating structure, whereas the
leadership behaviours of female managers were not associated with the gender ratio.
7.
Murray, P. A., & Syed, J. (July 01, 2010). Gendered observations and experiences in
executive women's work. Human Resource Management Journal, 20, 3, 277-293.
This article explores gendered observations and experiences of executive women on the basis of common world views or
lenses through which gender differences are interpreted and understood. Three types of lenses are identified from both
the literature and the data: monocultural, statistical and structural. The discussion explores the relationships and ties
between each lens noting the overlapping characteristics. A qualitative study is used to index the various themes and the
coping strategies employed by executive women in Australia based on specific work experiences in leadership and
gender relations. The study adds to existing gender theory by highlighting how gendered lenses can be used to explore
gender hierarchies and inequality regimes which lie at the centre of executive women's work.
8.
Johns, M. L. (January 01, 2013). Breaking the glass ceiling: structural, cultural, and
organizational barriers preventing women from achieving senior and executive positions.
Perspectives in Health Information Management / Ahima, American Health Information
Management Association, 10.
The business case for gender diversity in senior and executive positions is compelling. Studies show that companies that
have the best records for promoting women outstrip their competition on every measure of profitability. Yet women
disproportionately are failing to attain high-level positions. Reviewing current data on women in the workplace, findings of
studies on the relationship between gender diversity in senior management and company performance, and the literature
on gender behavioral differences and the workplace, this article explores the possible reasons for the persistent wage and
gender gap between women and men in senior leadership positions and discusses possible remedies
Kellerman, B, & Rhode, D. (
9. The White House Project Report :
Bench marking Women’s Leadership © 2009
http://www.benchmarks.thewhitehouseproject.org
10. O'Connor, M. A. (February 01, 2006). WOMEN EXECUTIVES IN GLADIATOR
CORPORATE CULTURES: THE BEHAVIORAL DYNAMICS OF GENDER, EGO,
AND POWER. Maryland Law Review, 65, 2.)
11. Olsson, S., & Walker, R. (May 01, 2004). "The wo-men and the boys": patterns of
identification and differentiation in senior women executives' representations of career
identity. Women in Management Review, 19, 5, 244-251.
12. EXECUTIVES: Top 25 Women in Healthcare talk culture, costs, quality. (August 26,
2013). Modern Healthcare, 43, 34, 18.
13. Women and Leadership: The State of Play and Strategies for Change De BARBARA
KELLERMAN et DEBORAH L. RHODE. (June 01, 2009). Canadian Public
Administration, 52, 2.)