Factors affecting the next generation of women leaders: Mapping the challenges,antecedents, and consequences of effective leadership

This article introduces a conceptual model for understanding how young women perceive the current challenges of leadership. Numerous studies and articles claim that women are better educated, more experienced, and better suited for leadership positions than ever before. This news is encouraging, but the number of women in leadership roles in American politics gained less than one percentage point this year, hovering around 22%, while in the private sector many organizations have yet to place a single woman on their board. The proportion of women on corporate boards is 16%, with no evidence that this is likely to grow in the near future. What is even more discouraging is that these low numbers are not significantly higher than those in many developing nations. It is evident that women are underrepresented in top leadership positions and must intensely challenge the status quo. This article presents results of a study based on in‐depth interviews with college women who are seeking paths to leadership. The researchers employ qualitative analytical research tools to explore the complexities of the phenomena. The findings bring a greater understanding of the antecedents and consequences that lie beneath the challenges affecting the next generation of women leaders.     

Changes in Perception and Behavior in Mixed Gender Teams

Leadership and conflict on male and female task teams of varying compositions are compared for groups constituted in the late 1960s/early 1970s and the mid-1980s. The data indicates substantial increase in the leadership activities of women in mixed sex situations, striking decrease in conflict on predominantly female teams, and impressive improvement in the ability of young men to work with women on analytical tasks.     

Climate control? The relationship between leadership,climate for change,and work outcomes

Transformational leadership is seen as one of the most effective leadership styles from which the dynamic context of temporary work agencies may benefit. The current paper presents a theoretical framework that introduces participative leadership as an additional appropriate leadership style. The prediction is that transformational leadership and participative leadership both impact work outcomes via a climate for change. Data from 258 employees working for a large Dutch employment agency support these hypotheses. Results show that transformational leadership and participative leadership are both independently related to work outcomes. Moreover, results support an indirect process from participative leadership to work outcomes, via a climate for change.     

Women leaders—challenges,successes, and other insights from the top

The reasons for the persistent lag of women as leaders are complex. Attrition is an issue for women for many reasons, including traditional gender roles that may affect how women are perceived and the choices they have available (or they make), a lack of role models, the undervaluing of women's traditional communication and leadership styles, and organizational culture. Within medicine (clinical environments) and academic medicine (medical school and clinical environments), it is clear that the lack of women in leadership positions is more than a pipeline or a labyrinth problem. We undertook this case study to better understand the current challenges experienced by women aspiring to leadership positions in medicine and academic medicine. What types of challenges do women face as they move up in an academic or medical environment? And which challenges impact more than others in attaining leadership roles in these organizations: race and ethnicity, differences in leadership style and skills, mentorship and network, life experiences and family responsibilities, organizational culture, or gender? Our study addresses a gap in the literature by examining the leadership experiences of eight successful women in the fields of medicine and academic medicine. The emerging insights from these leaders may be useful for women from diverse backgrounds aspiring to be senior leaders in the future.     

Sink or Swim: Empowering Leadership and Overload in Teams' Ability to Deal with the Unexpected

The notion of improvisation has recently emerged in managerial studies as a viable solution to flexibly dealing with unexpected occurrences in work environments. However, past research on team improvisation has overlooked the contingencies that allow teams to effectively improvise. Drawing upon demand‐control theory, we investigate how empowering leadership and overload affect the improvisation‐performance relationship in the context of 48 work teams. Our results suggest that empowering leadership positively moderates the relationship between improvisation and performance, while overload attenuates the same relationship. Moreover, we found a joint effect of overload and empowering leadership influencing the improvisation‐performance link, such that improvisation is most positively related to performance when empowering leadership is high and overload is low. Conversely, we found that empowering leadership is particularly detrimental to the improvisation‐performance relationship when team members perceive high degrees of overload. Our findings make important contributions to the extant team literature as well as to the emerging literature on team improvisation. We outline several significant insights for HR managers and team leaders who are responsible for supporting teams that face unexpected events in the work environment. © 2013 Wiley Periodicals, Inc.     

Management Innovation and Leadership: The Moderating Role of Organizational Size

Recent research on management innovation, i.e. new managerial processes, practices, or structures that change the nature of managerial work, suggests it can be an important source of competitive advantage. In this study, we focus on management innovation at the organization level and investigate the role of leadership behaviour as a key antecedent. Due to its prominent role within organizations, top management has the ability to greatly influence management innovation. In particular, we focus on leadership behaviour and examine transformational and transactional leadership. Additionally, as contextual variables like organizational size may influence the impact of leadership, we investigate its moderating role. Findings show that both leadership behaviours contribute to management innovation. Interestingly, our study indicates that smaller, less complex, organizations benefit more from transactional leadership in realizing management innovation. On the other hand, larger organizations need to draw on transformational leaders to compensate for their complexity and allow management innovation to flourish.     

Leadership change and shareholder value: How markets react to the appointments of women

This study examines whether the appointment of women into senior leadership positions has a more positive effect on share price than the appointment of men into equivalent positions. Our dependent variable is the degree of change in share price following the announcement of men and women into senior leadership positions. Although market reactions to corporate events represent a complex process, we argue that changes in stock price represent a barometer for how investors assess the decision's potential effect on a corporation's short‐ and long‐term economic viability. We find a significant spike in stock price following the announcement of women into top leadership positions. The size and direction of change in stock price, however, is moderated by the gender composition of the industry. © 2011 Wiley Periodicals, Inc.     

Enabling Shared Leadership in Virtual Project Teams: A Practitioners' Guide

Many virtual project teams perform better when leadership is shared (rather than centralized with the formal team leader); however, team leaders are often neither prepared to identify shared leadership potential nor to actually share leadership responsibility. Based on a study of 96 globally dispersed software development teams we show that team leaders tend to underestimate the team members’ capacity to lead themselves. As a consequence, these leaders monopolize decision‐making authority and provide insufficient levels of autonomy for team members to tackle their tasks. Preventing the team members from unfolding their true potential, these leaders unconsciously jeopardize virtual team performance. Paradoxically, it is thus team leaders themselves hindering leadership effectiveness in virtual teams.     

Rural women leaders

This research project was designed to study the determinants of leadership development in rural women. The first phase of the study involved individual interviews with women recognized as leaders within a rural community. Each of the 25 rural women leaders interviewed was raised on a farm or in a community with a population smaller than 2,000. The second phase of the study was administered via Survey Monkey to 133 women using a modified version of the Review of Personal Effectiveness with Locus of control (ROPELOC) instrument, which included the key domains of interest and was expanded to include additional questions focusing on unique challenges to leadership among women living in rural communities. The project used leadership‐related community groups as an entry point to identify women across rural Kansas for the survey. The results from these two methods identified six themes: lifelong learners, bias and discrimination, self‐efficacy and overcoming barriers, community influence and social capital, leadership mentors, and expression of leadership.     

Localizing women's experiences in academia: multilevel factors at play in the Arab Middle East and North Africa

This article explores the localized experiences of women at work in higher education in the under-researched context of the Arab Middle East and North Africa. Our main research questions are: What is the current status of academic women between and across the countries of this region? How can human resources play a developmental role for women at work in academic institutions, as well as for the region in general? We adopt a two-part research method in this study. First, through a critical review of the literature, we develop a regionally relevant macrolevel hypothetical model to localize a gender perspective on women at work. Second, we engage in a focused empirical examination of publicly available university data to document the: (1) representation of women across ranks; and (2) specific content of pertinent human resource policies. On the basis of these data, we propose a more complete multilevel hypothetical model upon which we put forward a critical discussion and directions for future research on gender, human resource management and regional development more broadly.     

Attilla the Hun: leadership as a change agent

This presentation will examine both ideas and successful examples of how some companies are inspiring and empowering their employees through the development of leadership skills within their management ranks. These skills can be learned and used to aid any organization in its goal of continuous improvement. Today's leadership establishes corporate directions while balancing individual and group achievement, both of which can improve the overall company. Power is shared, not used to control. After all, leadership is not about power. It is about setting directions for others, the clearing of obstacles, and then allowing others to believe the direction was their idea. Great leadership is based on the success of others.     

Transformational leadership and followers' attitudes: the mediating role of psychological empowerment

There is now strong evidence that transformational leadership substantially influences the work attitudes and behaviours of followers. However, the mechanisms by which transformational leaders influence their followers have not been studied in a systematic fashion. The purpose of the present study is, therefore, to analyse how transformational leadership promotes: i) job satisfaction among employees; and ii) affective commitment to the organization. In particular, the possible mediating role of psychological empowerment in these two relationships is conceptually hypothesised and empirically tested. The results demonstrate that psychological empowerment mediates the relationship between transformational leadership and employee attitudes.     

Developing the Leadership Capacity and Leader Efficacy of College Women in Science,Technology, Engineering,and Math Fields

The current study examined the extent to which college women in science, technology, engineering, and math (STEM) majors demonstrated differential levels of leadership capacity and/or leader efficacy than their non‐STEM, female peers. Data represented 14,698 women from 86 institutions of higher education in the United States. Results indicated similar levels of leadership capacity but significantly lower leader efficacy for women in STEM majors. Implications explore unique predictors of leader efficacy for women in STEM majors along with recommendations for changes to policy and professional practice that might address how the differential organizational contexts shape leadership development.     

Women of courage: Leadership experiences of female Nigerian immigrants in Texas

A phenomenological hermeneutical research design served to explore the immigration and leadership experiences of 22 female Nigerian immigrants in Texas through analysis and interpretation of narrative data from one‐on‐one interviews and focus group interviews. The findings suggest that the process of adapting to American society and the work environment is not easy for female Nigerian immigrants. They must assimilate into American work culture and work harder to access leadership opportunities, despite their belief that equal skills should mean equal opportunity. Leadership experiences in America and Nigeria differ. Nigerian women's accents may generate negative reactions from native‐born workers, and immigrant leaders may experience differential treatment. Adjustment to the host country and leadership success for Nigerian immigrant women in the United States depends on strong family support and networking.     

Female entrepreneurial leadership factors

This article presents the foundations, current structure and trend of academic research into leadership factors in female entrepreneurship to provide scholars in the field with an overview of the followed research directions and to explore whether the same traditional patterns are reproduced in gender studies on entrepreneurship and leadership. For this purpose, a bibliometric analysis of the Web of Science database from 2000 to 2020 was used. With a performance analysis of variables (e.g. authors, publications, journals and countries), and thanks to scientific mapping, the links among these variables were studied. The results show that the trend of publications increased from 2015, but with little influence and output. The most influential and productive countries are the USA and Spain. 35% of the journals are based in the USA and 25% in England. The most influential ones deal with entrepreneurship, business, management and leadership. Although the foundational base is influenced by the author Ahl, known for calling for new research directions related to women entrepreneurs from a social construction perspective, the most influential articles continue to investigate gender with a dominant male bias. The network analysis reveals cooperation between different countries and authors with the USA dominating. The ambiguity of entrepreneurial leadership field due to the overlap of entrepreneurship and leadership disciplines reveals through the co-citation of journals different specialisation areas: business and entrepreneurship, management and psychology, organisational behaviour. This work provides researchers with an overview that encourages them to overcome the dominant male normative lens from new epistemological perspectives.

     

Does supervisor-perceived authentic leadership influence employee work engagement through employee-perceived authentic leadership and employee trust?

The issue of authentic leadership has been generating increased interest in both practical and academic domains. This study examines the influence of authentic leadership on employee trust and employee work engagement from the dyadic supervisor–employee viewpoint. The sample data consists of responses from 77 team supervisors and 345 employees in 36 companies. We utilize hierarchical linear modeling to test the hypotheses. The cross-level results show that employee trust fully mediates supervisor-perceived authentic leadership and employee work engagement, and that employee-perceived authentic leadership fully mediates the relationship between supervisor-perceived authentic leadership and employee trust, as well as the relationship between supervisor-perceived authentic leadership and employee work engagement. On the individual level, employee trust has a partial mediating effect on the relationship between employee-perceived authentic leadership and employee work engagement.     

Victimisation and agency: the social construction of union women’s leadership

This article interrogates the notion that women union leaders lead differently. Despite significant variation in the union movements in Australia, Canada, Sweden, the UK and the USA, similar discourses on women’s union leadership emerge in all five countries. Based on a materialist social construction approach which supports a recognition of difference without reference to essentialist ideas about women’s nature, this article seeks to identify what may be common across these countries to explain this phenomenon. The article argues that the fact that women face discrimination in unions, on the one hand, and organise as a constituency and have access to women‐only education, on the other, supports the development of transformational leadership among women unionists, even across diverse contexts and cultures. Unpacking union women’s leadership practices in this way reveals a dialectic of victimisation and agency.     

A study of biotechnology start-ups undergoing leadership change: Antecedents of change and endogenous performance consequences

One of the most important decisions that a new biotechnology firm faces is whether to replace its founding CEO, who often has been involved with the invention of the firm's core technology, with a more professional manager, who has broader commercialization skills to help the firm to grow into a viable business. In this paper, we argue that leadership change away from the founding CEO is influenced strongly by the interests of key stakeholders and that the endogeneity inherent in the change (or non-change) influences firm performance. As the context surrounding decision-making changes from pre-patent to post-IPO, key stakeholders often may not view what is best for the firm and best for self-interest in the same way. Using data on change in leadership at 135 U.S. biotechnology equipment firms, we find evidence that the context in which decisions are being made influences which of the various competing interests will take precedence. The results further confirm the importance of controlling for endogeneity in decision-making when examining firm performance.     

Are high-performance work practices related to individually perceived stress? A job demands-resources perspective

This study investigates the relationship between high-performance work practices (HPWP) and individually perceived stress. Contrary to most past research, which evaluates HPWPs positively, this study emphasizes the potential downside of HPWPs, and suggests that some HPWPs are more strongly associated with enhanced stress than others. Drawing on the job demands-resources model, we differentiate between challenge demand HPWPs (i.e., performance evaluation systems, continuing education) and job resource HPWPs (i.e., flexible working hours, participation in decision-making). We then analyze 197 employees and their work environments, demonstrating that there is a positive relationship between challenge demands and individual stress among employees. Contrary to what we predicted, no empirical evidence indicates that the two analyzed job resources relate negatively to stress.     

Leadership styles, need satisfaction and the organizational commitment of Greek managers

This article presents the results of an empirical study of the relation between the leadership styles, need satisfaction and the organizational commitment of Greek managers. The findings show that there is a negative relationship between need satisfaction and organizational commitment. This relationship is stronger for the higher-order than for the lower-order needs. Furthermore, the results provide some empirical evidence regarding the relationship between the superior's leadership style and the subordinate's organizational commitment. The findings show that in most cases studied, the commitment of the Greek managers was higher when the superior adopted a consultative leadership style. This style was also the one preferred by the majority of our respondents.