| 1. |
- Hearn, Jeff, 1947-, et al.
(author)
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Introduction – Johdanto
- 2011
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In: Women, Management and Leadership. - Helsinki : Edita. - 9789522321558 - 9789522321565 ; , s. v-viii
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Book chapter (peer-reviewed)abstract
- The purpose of this article is to present a theoretical overview of what makes a leader effective using the theoretical lenses of behavioral and contingency theories and the theory of transformational leadership. We then analyze these theories from a gender perspective. The presence and effects of gender discrimination in the workplace, managerial and subordinate preconceptions and attitudes as identified in the current body of literature and the possible consequences for potential female leaders are discussed. Finally, the article turns to discuss the interaction between national and organizational culture and gender in terms of leadership opportunities. The aim of this article is to contribute to the discussion on the above areas and to provide a bringing together of perspectives so as to facilitate future research. This is a review article where we theoretically examine the gender context in leadership theory and practice with some illustrations from observation and experience.
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| 2. |
- Hearn, Jeff, 1947-, et al.
(author)
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Naisten johtamisuriin vaikuttavat stereotypiat [The effect of stereotypes on women’s management careers]
- 2014
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In: Hallinon tutkimus. - Helsinki : Hallinnon Tutkimuksen Seura. - 0359-6680. ; 33:4, s. 332-351
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Journal article (peer-reviewed)abstract
- The aim of this article is to analyze existing research and knowledge of stereotypes that affect women’s management careers. The two research questions are: In previous research, what are the stereotypes that have been found to affect women in their careers? What consequences have stereotypes had on career women on the one hand, and organizations on the other? The research method used is content analysis.The results of this research suggest that women in management are subjected to stereotypical beliefs that women lack various specific and necessary leadership attributes. First, feminine traits are considered career limiting, just as certain masculine attributes are believed to be more suitable in management positions. Another stereotype that affects women in management is a belief of having to manage on their own. Women succeed in managing alone if they can assimilate an androgynous leadership style. A third stereotype is the belief that female leaders are superior to male leaders. In this case, women leaders are portrayed as strong, positive, feminine leaders.Our analysis suggests that such stereotypes of women managers have the following consequences. Women experience gender discrimination in the recruitment of managers, because they are considered less competent than men. Women’s own beliefs in their abilities can also be based on stereotypes, and thus women can themselves limit their own career potential. Young women in particular experience the adverse effects of negative stereotypes. Stereotypes cause stress, which pushes women to adopt more masculine leadership styles. Women managers are also often token representatives of their gender within a masculine environment. This makes them outsiders and not part of the group. At the organizational level, the negative consequences of stereotypes include a failure to capitalize on available competencies, as well as lack of profitability and inefficiency.In order to decrease these negative stereotypes, previous research has presented the following options. Women may adapt to the reality of masculine leadership or develop an androgynous leadership style. Thus, diminishing the power of stereotypes is argued to be the individual’s responsibility, and does not necessarily involve questioning the dominant masculinity of leadership. Special solutions aimed at women, such as training and mentoring, are considered important. Research does not mention solutions for men, for example, attitude training. A feminization of leadership styles, suitable for flat, non-hierarchical organizations, and which calls into question the assumption that leadership needs to be masculine, is offered as a way to decrease stereotypes.
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| 5. |
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| 6. |
- Hearn, Jeff, 1947-, et al.
(author)
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Teaching on gender and staffing within three Finnish business schools
- 2011
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In: Leadership through the Gender Lens. - Helsinki : Edita. - 9789522321558 - 9789522321565 ; , s. 14-24
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Book chapter (peer-reviewed)abstract
- The purpose of this article is to present a theoretical overview of what makes a leader effective using the theoretical lenses of behavioral and contingency theories and the theory of transformational leadership. We then analyze these theories from a gender perspective. The presence and effects of gender discrimination in the workplace, managerial and subordinate preconceptions and attitudes as identified in the current body of literature and the possible consequences for potential female leaders are discussed. Finally, the article turns to discuss the interaction between national and organizational culture and gender in terms of leadership opportunities. The aim of this article is to contribute to the discussion on the above areas and to provide a bringing together of perspectives so as to facilitate future research. This is a review article where we theoretically examine the gender context in leadership theory and practice with some illustrations from observation and experience.
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| 7. |
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| 8. |
- Husu, Liisa, et al.
(author)
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Introduction
- 2011
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In: Women, management and leadership - Naiset ja johtajuus. - Helsinki : Edita Publishing Oy. - 9789522321558 ; , s. V-29
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Book chapter (other academic/artistic)
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| 9. |
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Leadership through the Gender Lens : Women and Men in Organizations
- 2011
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Editorial collection (other academic/artistic)abstract
- Leadership and management remain highly gendered. Recent decades have seen a major international growth of studies on gender relations in leadership, organisations and management, in both empirical research and theoretical analysis. The differential relations of women and men to leadership and management are a key question for both theory and practice. Recent research and discussion on the gendering of leadership have been influenced by and have addressed: feminism; recognition of women and women’s situations, experiences and voices in leadership; organisational culture; communication; divisions of labour, hierarchy, power and authority; imagery and symbolism; information technology; sexuality, harassment, bullying and violence in organisations; home-work relations; men and masculinities in leadership; globalisation, transnationalism, intersectionality and post-colonialism – amongst other issues. Having said that, the vast majority of mainstream work on leadership retains little or no gender analysis. In most business schools and other universities the position of gender-explicit work on leadership is still not well established.Leadership through the Gender Lens brings together critical analyses and debates on gender, leadership and management with contributions from 13 countries and five continents. How leadership and management are gendered can mean more gender equal or more gender unequal conditions for women and men. This includes how education and training can contribute to gendered leadership and management. The volume is organised in three main sections, on: careers and leadership; management, hierarchy and leadership: and interventions in leadership.
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