Men and Women of the Corporation

Qualitative Interviewing: The Art of Hearing Data

Individualism and collectivism

Whistle While You Work A Review of the Life Satisfaction Literature

This study examined the effects of vision content, delivery and organizational performance on perceptions of leader charisma and effectiveness. Subjects included 304 undergraduates who were presented videotaped speeches by a bogus CEO of a software company. A 2 × 2 × 2 design was employed in which message content (visionary/non-visionary), delivery (strong/weak), and organizational performance (high/low) were manipulated. A modified, 7-item version of Meindl and Ehrlich's (1988) Romance of Leadership Scale (RLS-D) served as a covariate. A MANCOVA analysis indicated significant effects of delivery, content, and organizational performance on both perceived leader charisma and effectiveness. The RLS-D was unrelated to either dependent variable as a covariate. The results suggest that strength of delivery is an especially important determinant of perceptions' of leader charisma and effectiveness. Although speech content and organizational performance cues likewise accounted for variance in these perceptions, their effects were at times offset by those of delivery.

Perceptions of leader charisma and effectiveness: The effects of vision content, delivery, and organizational performance

Purpose – The purpose of this paper is to explore coping strategies devised by executive women in family relationships to advance their career and to maintain career/family balance.Design/methodology/approach – A qualitative methodology using a sample of 25 executive women explores career advancement and career/family balance strategies within work and family contexts.Findings – Analysis produces multiple career advancement and career/family balance strategies, including professional support, personal support, value system, and life course strategies such as the “ordering” of career and family, negotiating spousal support, and whether to have children.Research limitations/implications – Adaptive strategies facilitate engagement in career and family, even in challenging gender environments, encouraging continued research on executive women's advancement and career/family balance. The idiosyncratic nature of career/family balance calls for greater emphasis on the context and timing of career and family expe...

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Career advancement and family balance strategies of executive women

Little is known about the spousal support received by married executive women and the support behaviors that they value. This article details the results of a qualitative study of 20 senior and executive-level women, with the aim of understanding their received and valued spousal support. An inductive typology was developed through semistructured interviews of the supportive behaviors deemed general, most valued, and least valued, as well as those behaviors perceived as being unsupportive, across six categories: emotional support, help with household, help with family members, career support, esteem support, and husbands' career and lifestyle choices. This article concludes by contextualizing the results relative to existing research, discussing study implications and limitations, and presenting recommendations.

The Man Behind the Woman A Qualitative Study of the Spousal Support Received and Valued by Executive Women

With respect to how the enduring challenge of the glass ceiling might be resolved, one position holds that parity in the executive ranks will be achieved, given enough women entering the managerial...

The Glass Ceiling and Executive Careers Still an Issue for Pre-Career Women

We know very little about how ethical climates are built and the potential role of a firm's HR system in facilitating the development of this resource. The resource-based view (RBV) of the firm suggests that human resource systems directly influence a firm's performance through the development of resources that are deeply woven in a firm's history and culture. How this occurs though has not been thoroughly considered in the research literature. Drawing on the theoretical insights from the resource-based view of the firm, this article explores how HR systems can foster the development and maintenance of five types of ethical climates. In so doing, this article improves our conceptual understanding of why ethical climates may be seen as having strategic value for firms and how HR systems may influence that value. In addition, it contributes to theory by extending the domain of the resource-based view of the firm by exploring its integration with the varied types of ethical climates.

Human Resource Systems and Ethical Climates: A Resource‐Based Perspective

Research has found that the most prevalent forms of bullying in the workplace are ambiguous and difficult to detect. As a result, bullying often results in subjective interpretations of the behavior thereby inducing various possible attributions by targets. Based on findings about the misattribution of bullying behavior, we extend current conceptualizations of workplace bullying and investigate the role of targets’ attributions in explaining the relationship between workplace bullying and key dimensions of targets’ performance. We propose that different attributions can have differential effects on targets’ work performance. This contributes to the current debate and conflicting views about the effects of workplace bullying on work performance. We develop a theoretical model of bullying attributions that integrates key contextual factors across multiple levels. We propose that bullying can paradoxically result in positive effects on target performance under certain conditions. This theoretical model serve...

Souha R. Ezzedeen

Papers

Career advancement and family balance strategies of executive women

The Man Behind the Woman A Qualitative Study of the Spousal Support Received and Valued by Executive Women

The Glass Ceiling and Executive Careers Still an Issue for Pre-Career Women

Human Resource Systems and Ethical Climates: A Resource‐Based Perspective

Workplace bullying and employee performance: An attributional model