Results - Stream

Self-efficacy: The exercise of control

A Bandura Freeman 1997

Toward a conceptual understanding and definition of executive coaching.

R Kilburg Consulting Psychology Journal: Practice and Research 1996

A review of the literature on coaching reveals that very little empirical research has focused on the executive coaching methods used by consultants with managers and leaders in organizations. Within the framework of a 17-dimensional model of systems and psychodynamic theory, the author provides an overview of a conceptual approach to coa...

Still a man's world: Implications for managerial and professional women in a Turkish bank

R Burke, M Koyuncu, L Fiksenbaum Gender in Management: An International Journal 2008

Purpose – Although qualified women are entering professional and managerial ranks within organizations, they continue to have difficulties in advancing their careers. It has been suggested that the biggest obstacle to women's career advancement lies in the attitudes, biases and prejudices of their male colleagues and their organizational...

The Double-bind Dilemma for Women in Leadership: Damned If You Do, Doomed If You Don't

i Catalyst Catalyst 2007

Dispositional affect and leadership effectiveness: A comparison of self-esteem, optimism, and efficacy

MMm Chemers, CB Watson, ST May Personality and Social Psychology Bulletin 2000

A two-part study examined the effects of leadership efficacy and optimism on the evaluation and performance of military cadet leaders. Cadets at several universities responded to measures of leadership confidence and optimism. In Part 1, the cadets (n = 96) were rated for leadership potential by their military science professors. Both lea...

Gender and Organizational Culture Correlates of Companies' Responsiveness to Fathers in Sweden

L Haas, C Hwang Gender \& Society 2007

This study explores company support for men's participation in child care in Sweden, where the government promotes gender equality. The authors investigate the influence of two ideologies about gender, the doctrine of separate spheres and masculine hegemony, on the responsiveness to fathers shown by Sweden's largest corporations. Father-f...

Women's leadership development strategic practices for women and organizations.

MM Hopkins, D O'Neil, A Passarelli, D Bilimoria Consulting Psychology Journal: Practice and Research 2008

This article presents a comprehensive perspective of leadership development that addresses the unique needs of women in organizations. The authors propose 7 categories of leadership development practice and examine the opportunities and obstacles in each of these practices for women. The authors offer recommendations for consulting psycho...

The role of leadership self-efficacy and stereotype activation on cardiovascular, behavioral and self-report responses in the leadership domain

C Hoyt, J Blascovich The Leadership Quarterly 2010

This research examines female leaders' responses to the gender–leader stereotype and the role of leadership self-efficacy in these responses. Using the biopsychosocial model of threat and challenge, this laboratory experiment examined women's cardiovascular, behavioral (i.e., performance), and self-report responses to the negative female ...

Women receive less coaching

M Laff Training and Development 2007

The self-efficacy expectations and occupational preferences of females and males

S Clement Journal of Occupational Psychology 1987

Hackett & Betz (1981) proposed that Bandura's (1977) theory of self-efficacy can provide a useful conceptual framework in which to view the occupational preferences of women. They suggested that, largely due to socialization experiences, women have low self-efficacy expectations in relation to traditionally male occupations, and that this...

Achieving relational authenticity in leadership: Does gender matter?

AH Eagly The Leadership Quarterly 2005

This article presents a relational view of leaders' authenticity by arguing that much more is required of leaders than transparently conveying and acting on their values. Achieving relational authenticity requires that followers accord leaders the legitimacy to promote a set of values on behalf of a community. Only under such conditions c...

Women and the labyrinth of leadership

AH Eagly, L Carli Harvard business review 2007

Relational practice: A feminist reconstruction of work

J Fletcher Journal of Management Inquiry 1998

Gender gap in the executive suite: CEOs and female executives report on breaking the glass ceiling

BR Ragins, B Townsend, M Mattis The Academy of Management Executive 1998

While business organizations are struggling to hold on to their best and brightest women, the persistence of the glass ceiling makes this difficult. Dismantling the glass ceiling requires an accurate understanding of the overt and subtle barriers to advancement faced by women, and the strategies used to overcome these barriers. A large-sc...

Leading roles: What coaches of women need to know

MN Ruderman, P Ohlott Leadership in Action 2005

Women in management: reflections and projections

V Schein Women in Management Review 2007

Purpose – A major barrier to women's progress in management worldwide continues to be the gender stereotyping of the managerial position. The purpose of the paper is to examine how this “think manager – think male” attitude has changed over the three decades since the author's initial research and to consider the implications of the outc...

Structuring and understanding the coaching industry: The coaching cube

J Segers, D Vloeberghs, E Henderickx, I Inceoglu Academy of Management Learning \& Education 2011

We offer a theoretical coaching cube that helps to structure and understand the coaching industry. The three dimensions of the cube refer to (1) coaching agendas (what); (2) coaches' characteristics (who); and (3) coaching approaches/schools (how). Each dimension is described by discussing the academic literature surrounding it. Using an ...

Coaching for sustained desired change

ML Smith, EB Van Oosten, R Boyatzis Emerald 2009

Women-only management training: An essential part of women's leadership development

S Vinnicombe, V Singh Journal of Change Management 2002

A change is needed in the way companies approach leadership development, which currently results in the reproduction of male leaders similar to those of the previous generation. At present, many women do not develop to their full potential -- a serious waste in the war for talent. Managing diversity and developing tomorrow's diverse leade...