Open AccessJournal Article
Men and Women of the Corporation
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This article is published in Canadian Woman Studies.The article was published on 1978-06-01 and is currently open access. It has received 1735 citations till now.read more
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The Gendered Construction of Technical Self-Confidence: Women's Negotiated Positions in Male-dominated, Technical Work Settings
TL;DR: In this paper, the authors argue that the display of low technical self-confidence is a strategy used by women in order to become accepted in a work setting permeated by a technical and masculine work ideal and women who try to conform to the competitive technical work ideal meet with disapproval since they fail to perform in accordance with gender-appropriate behaviour.
Climbing the Ladder, Holding the Ladder: The Mentoring Experiences of Higher Education Female Leaders
TL;DR: In this paper, female administrators in comprehensive research universities were surveyed to gain their perceptions on their mentoring experiences, and they affirmed they had informal mentors in roles of sponsor, counselor, coach, and teacher.
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Major Matters: A Comparison of the Within-Major Gender Pay Gap across College Majors for Early-Career Graduates
TL;DR: In this paper, the authors used data from the 1993 National Survey of College Graduates and appended 1990 Census on about 11,000 men and women college graduates who earned degrees in a 5-year period (1984-1988) to address questions regarding the link between college major and early-career gender pay differentials.
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The Token Female: Women’s Experiences as Division I Collegiate Head Coaches of Men’s Teams
TL;DR: For instance, the authors found that women have to be decorated athletes or coaches to coach men, many of the women in this study were unaware of the opportunity to coaching men, and athletic director support is key in the success of women who coach men.
Posted Content
Understanding corporate governance in the United States: An historical and theoretical reassessment
TL;DR: In this paper, the authors examine the history and empirical evidence on U.S. corporate governance, showing how its evolution has been shaped by a negative form institutional complementarities -the limited effectiveness of one element creating externalities or limiting the effectiveness of other related elements, eventually leading to a systemic crisis.
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The Measurement of Organizational Commitment.
TL;DR: The Organizational Commitment Questionnaire (OCQ) as discussed by the authors ) is a measure of employee commitment to work organizations, developed by Porter and his colleagues, which is based on a series of studies among 2563 employees in nine divergent organizations.
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Searching for Common Threads: Understanding the Multiple Effects of Diversity in Organizational Groups
TL;DR: This article reviewed and evaluated recent management research on the effects of different types of diversity in group composition at various organizational levels (i.e., boards of directors, top management groups, and organizational task groups) for evidence of common patterns.
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Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the mlq literature
TL;DR: A meta-analysis of the transformational leadership literature using the Multifactor Leadership Questionnaire (MLQ) was conducted to compute an average effect for different leadership scales, and probe for certain moderators of the leadership style-effectiveness relationship as mentioned in this paper.
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Transformational, Transactional, and Laissez-Faire Leadership Styles: A Meta-Analysis Comparing Women and Men
TL;DR: A meta-analysis of 45 studies of transformational, transactional, and laissez-faire leadership styles found that female leaders were more transformational than male leaders and also engaged in more of the contingent reward behaviors that are a component of transactional leadership.
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Predictors of objective and subjective career success: a meta‐analysis
TL;DR: In this paper, a meta-analysis reviewed four categories of predictors of objective and subjective career success: human capital, organizational sponsorship, sociodemographic status, and stable individual differences.