Surge of ‘Feminisation’ in the Serbian Judiciary

Despite the rising number of women in higher education and leadership positions, the proportional rise of female neurosurgeons still lags behind these fields. This study evaluates the gender distribution in German neurosurgical departments across all career levels, and is aimed at heightening the awareness of gender disparity and the need for improving gender equality and its related opportunities. Data on gender distribution across all professional levels in German neurosurgical departments were obtained from departmental websites as well as by email and telephone request. Results were additionally analyzed in reference to hospital ownership type of the neurosurgical departments. A total of 140 German neurosurgical departments employing 2324 neurosurgeons were evaluated. The analysis revealed a clear preponderance of men in leadership positions. Only 9 (6.3%) of 143 department heads were women, and there were only 1 (2.4%), 17 (14.5%), and 4 (12.5%) women among 42 vice-directors, 117 chief senior physicians, and 32 managing senior physicians, respectively. Senior physicians not holding a leadership position were female in 23.1%, whereas board-certified neurosurgeons not holding a senior physician position and residents were female in 33.6% and 35.0%, respectively. Of note, the highest proportion of female department heads (15.6%) was found in private hospitals. The number of women in leadership positions in German neurosurgical departments is dramatically low, and with increasing leadership status gender disparity increases. Mentorship, recruitment, the perception of benefits offered by diversity and programs facilitating gender equality, job sharing, parental leave policies, and onsite childcare programs are needed to turn German neurosurgical departments into modern medical departments reflecting the gender profile of the general patient population.

The United Nations Sustainable Development Goal (SDG) 5 aims to achieve gender equality and empower all women and girls, emphasising the importance of ensuring full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public. The representation of women in leadership positions serves as a measure of gender equality. Empowering women in leadership facilitates inclusive economic growth and allows organisations to have a diversified talent pool. Women continue to be significantly underrepresented in strategic leadership roles within manufacturing pharmaceutical companies (MPCs) operating in South Africa, despite ongoing efforts to promote gender equity. This study aimed to assess the presence of women in board and executive leadership positions and propose strategies to promote gender-inclusive leadership. A systematic desktop review was conducted to analyse the websites and annual reports of 49 publicly listed MPCs that were selected from the South African Pharmacy Council (SAPC) 2021 register. The data were collected on company characteristics, leadership composition, gender distribution and professional qualifications of leaders within each company. The results revealed that women comprised only 29.48% of board members and 27.36% of executive leaders, with female pharmacists representing just 28.1% of leadership positions. Statistical analysis, including Chi-square tests, confirmed a gender disparity, with men significantly more likely to occupy strategic roles. The findings highlighted barriers such as unconscious bias, exclusion from influential networks, limited mentorship and sponsorship opportunities and challenges related to work-life balance. The study concludes that addressing these disparities requires a comprehensive approach, including structured sponsorship programs, gender-inclusive leadership policies, targeted talent development initiatives and corporate accountability measures. By implementing these strategies, pharmaceutical companies can create a more equitable leadership environment for women to enhance decision-making, innovation and long-term sustainability of the pharmaceutical industry.

Gender diversity in corporate governance is a highly debated issue worldwide. National campaigns such as “2020 Women on Boards” in the United States and “Women on the Board Pledge for Europe” are examples of just two initiatives aimed at increasing female representation in the corporate boardroom. Several European countries have adopted board quotas as a means toward achieving gender diversity. Japan has passed an Act on Promotion of Women’s Participation and Advancement in the Workplace to lay a foundation for establishing targets for promoting women. This Article examines the status of women in positions of leadership in the United States, several major countries in the European Union, and Japan. We focus on the legal backdrop in each jurisdiction regarding gender discrimination and studies tending to demonstrate the economic benefits of gender diversity. We conclude that although important steps have been taken in the direction of narrowing the gender gap in all jurisdictions examined, progress has been slow and difficult across the board. The issue of too few women at the top will not be resolved until there is a wider acceptance that female leaders can benefit their organizations and contribute to social and economic progress. Moreover, the presence of women on corporate boards is valuable in and of itself and the status quo ought to be further challenged in international business.

Successful educational leadership entails possessing the knowledge, skills and understanding of effective leadership skills along with the personal ability to effectively implement those skills. In Zimbabwe the occupational and leadership status of women in general is still suffering a wide gap, as there is unequal representation in leadership positions between men and women. This study, conducted in a rural district in Zimbabwe, aimed at understanding the challenges facing women in school leadership positions. In this article we argue that there are cultural, social and structural domains among others that impede the effective operations of women in school leadership positions. Using a qualitative research paradigm, six schools in one rural district were chosen for the study. A semi-structured interview guide was used to collect data from six female heads - three from primary schools and three from secondary schools. Focus group discussions were held with teachers from the same schools. The study established that there are cultural, structural, economic and social barriers facing women in school leadership positions. We recommend that different strategies should be set up for developmental programs for women in leadership positions. Keywords : Women in leadership, female school heads, school leadership, challenges facing women, women in school leadership positions DOI : 10.7176/JEP/10-14-05 Publication date :May 31 st 2019

Although the number of women in medicine has increased, women remain underrepresented in leadership positions, specifically in medical societies. Specialty societies in medicine are influential in networking, career advancement, research and education opportunities, and providing awards and recognition. The goals of this study are to examine the representation of women in leadership positions in anesthesiology societies compared to women society members and women anesthesiologists and to analyze the trend in women society presidents over time. A list of anesthesiology societies was obtained from the American Society of Anesthesiology (ASA) website. Society leadership positions were obtained via the societies' websites. Gender was determined by images on the society website and images or pronouns on hospital websites and research databases. The percentage of women presidents, vice presidents/presidents-elect, secretaries/treasurers, board of directors/council members, and committee chairs was calculated. The percentage of women in society leadership positions was compared to the percentage of women society members when available, and the percentage of women anesthesiologists in the workforce (26%) using binomial difference of unpaired proportions tests. The trend of women presidents from 1980 to 2020 was analyzed using a Cochran-Armitage trend test. A total of 13 societies were included in this study. Overall, women held 32.6% (189/580) of leadership positions. 38.5% (5/13) of presidents, 17.6% (3/17) of presidents-elect/vice presidents, and 45% (9/20) of secretaries/treasurers were women. In addition, 30.0% (91/303) of board of directors/council members and 34.2% (90/263) of committee chairs were women. The percentage of women holding society leadership positions was significantly greater than the percentage of women anesthesiologists in the workforce ( P < .001), as was the percentage of women as committee chairs ( P = .003). The percentage of women society members was available for 9 of 13 societies (69%), and the percentage of women leaders was similar to the percentage of women society members ( P = .10). There was a significant difference in the percentage of women leaders between society size categories. Small societies had 32.9% (49/149) women leaders, medium had 39.4% (74/188) women leaders, and the single large society had 27.2% (66/243) ( P = .03). There were also significantly more women leaders in the Society of Cardiovascular Anesthesiologists (SCA) than there are women members ( P = .02). This study suggests that anesthesia societies may be more inclusive of women in leadership positions compared to other specialty societies. Although in anesthesiology, women remain underrepresented in academic leadership roles, there is a higher proportion of women in leadership roles in anesthesiology societies than proportion of women in the anesthesia workforce.

The purpose of this study was to investigate the underrepresentation of women in interscholastic sport leadership positions by analyzing perceptions of state association administrators and athletic directors of the function, if any, that role congruity theory plays in the underrepresentation women. Previous research has examined potential causes for this underrepresentation but no previous study had examined this phenomenon from a prejudice toward women in a leadership role perspective. Data were collected through indepth, semi-structured interviews involving nine women leaders in interscholastic athletics. The criteria for participation placed them into one of three categories: (1) participants who were currently working as state association athletic administrators as either an executive director or associate director; (2) participants who were currently working as a high school athletic director in addition to a leadership role in their state athletic directors association; (3) participants who were working in interscholastic athletic administration at the national level. Using role congruity theory as a conceptual framework, the current study sought to give voice to a few select women who have broken the glass ceiling in the hegemonic masculine field of sport. The interview questions focused on the participants' career path, perceptions of the current representation of women in interscholastic athletics, experiences inherent to role congruity, and their perceptions of the function of role congruity theory in the underrepresentation of women in leadership positions in interscholastic sport. The data collected from the interviews were analyzed and five themes emerged: (1) formative career experiences; (2) perceived barriers for advancement; (3) perceptions of role congruity; (4) experiences associated with role congruity; and (5) strategies to overcome prejudice associated with role congruity. All nine of the women interviewed perceived representation of women in interscholastic athletics as a problem that exists at the leadership position as well as other positions in interscholastic sport. The participants described barriers including work-life conflict, self efficacy, and effects of symbolic interactionism that they perceived as factors contributing to the current state of underrepresentation. Eight of the nine participants interviewed believed role congruity plays a part in the underrepresentation of women in interscholastic athletic administration. Based on the lived experiences of the participants the degree of impact varied. The results suggest despite the many advances that have taken place for women, there are still many limitations, based on role congruity theory, that exist in interscholastic sport leadership. Mentoring, networking, and avoiding professional limitations were consistent strategies the participants advised for women to progress into leadership positions. Future research is recommended to continue to study women in interscholastic leadership positions and develop an understanding of what…

Despite having a South African Constitution that entrenches equal rights, discriminatory practices, structural inequalities, cultural factors, prejudices and traditional patriarchal society are still alive and well in the South African business environment. This article attempts to discuss the reasons why women are not readily promoted in the private and public sectors, as well as other spheres. The study pivots around a number of barriers placed against the advancement of women in leadership positions in the Gauteng, South Africa. The methodology includes a review of literature, interviews, observations, attitudes and perceptions of those sampled. The findings showed that there are many traditional stereotypes that still exist about women in leadership positions. The study concluded that women play a crucial role in leadership positions.

Several studies have shown that women have the same levels and sometimes higher levels of training than men and account for about 50% of the workforce. Yet women are underrepresented in higher hierarchical positions. The number of women in positions of high power and authority has increased, altough there are obstacles to female advancement to the highest levels of the organizational hierarchy (Catalyst, 2017a; Catalyst, 2017b; Eurostat 2016; Grant Thornton, 2016). Factors, such as cultural and social norms, as well as women's roles and responsibilities, may result in biased perceptions of women and their ability to lead (Haile, Emmanuel &amp; Dzathor, 2016) appearing as some of the barriers that justify the lesser female presence in top positions. The barriers identified by Diehl and Dzubinski (2016), operate on several levels. Difficulties are identified at the level of society in general, at the organizational level and finally at the individual level. Some metaphors are used to illustrate the difficulties faced by women in the context of work, namely the labyrinth, wich symbolizes the difficulties women face troughout their career; the sticky floor, that represents the challenges women face at an early fase of their carrer; or the glass ceiling, representing the fact that women are unable to advance to the highest levels of leadership and are retained at the last level. Women can only advance to the highest level of leadership by breaking this invisible "ceiling" (Carli &amp; Eagly, 2016). Therefore, the aim of this study is to characterize female leadership, more specifically to explore the obstacles and opportunities. In this qualitative study, were used semi-structured interviews to collect data. The participants were ten women in leadership positions, with an averege age of 40 years old and they were in leadership positions for nine years in avarege. Data was analyzed according to thematic analysis procedures (Braun &amp; Clarke, 2006). The results of this study suggest that female leadership is characterized by some challenges, mainly gender bias and difficulties at personal, family and professional level, but it is mainly characterized by opportunities. Gender bias represents a challenge that operates at the social and organizational level, on the one hand, women are given family responsibilities that originates higher workload (Haile et al., 2016), on the other hand, some of the stereotypes and prejudices existing outside the organizations are later transported to the organizational environment, which results in a devaluation and limitation of female leadership (Diehl &amp; Dzubinski, 2016). Stress (Grandey &amp; Cropanzano, 1999) the high workload with family and home (Torres et al., 2018) and the difficulty in finding role models and women's mentors also represent some of the challenges found (Diehl &amp; Dzubinskil, 2016). Opportunities arise through the support that the leaders receive (Cheung &amp; Halpern, 2010), through the combination of some personal characteristics and also through the use of strategies that allow reconciliation of personal and professional life (Allen, Johnson, Kiburz &amp; Shockley, 2013). Developmental practices, such as mentoring (Allen, Eby, Poteet, Lentz &amp; Lima, 2004) and coaching (Day, 2000), are also conductive to female leadership. Finally, some opportunities were identified in the context of personal, family and professional life, such as the importance of moments to rest and self-care (Grandey &amp; Cropanzano, 1999), time with family (Kossek, 2016) and also the importance of making a strategic career management and decision making (Kossek, Roberts, Fisher &amp; DeMarr, 1998; Hopkins, O’Neil, Passarelli &amp; Bilimoria, 2008). It is possible to conclude that, although the executive world is still very masculine, the presence of women in top leadership positions is increasing. Even though this process is slow and gradual, women are positioning themselves to achieve even greater success in the future. References Allen, T. D., Eby, L. T., Poteet, M. L., Lentz, E., &amp; Lima, L. (2004). Career Benefits Associated With Mentoring for Proteges: A Meta-Analysis. Journal Of Applied Psychology, 89(1), 127-136. doi:10.1037/0021-9010.89.1.127. Allen, T. D., Johnson, R. C., Kiburz, K. M., &amp; Shockley, K. M. (2013). Work-Family Conflict and Flexible Work Arrangements: Deconstructing Flexibility. Personnel Psychology, 66(2), 345-376. doi:10.1111/peps.12012. Braun, V., &amp; Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research In Psychology, 3(2), 77-101. doi:10.1191/1478088706qp063oa. Carli, L. L., &amp; Eagly, A. H. (2016). Women face a labyrinth: an examination of metaphors for women leaders. Gender In Management, 31(8). doi:10.1108/GM-02-2015-0007. Catalyst (2017a). S&amp;P 500 Pyramids: Methodology. Nova Iorque: Catalyst, August 22nd, 2017. Accessed on December 12th 2017 in http://www.catalyst.org/system/files/sp_500_pyramids_methodology_final_082817.pdf Catalyst (2017b) Quick Take: Women on Corporate Boards Globally. New York: Catalyst, January 4th, 2017. Accessed a on december 12th 2017 in http://www.catalyst.org/knowledge/women-corporate-boards-globally Cheung, F. M., &amp; Halpern, D. F. (2010). Women at the top: powerful leaders define success as work + family in a culture of gender. The American Psychologist, 65(3), 182-193. doi: 10.1037/a0017309. Day, D. V. (2000). Leadership Development: A review in context. Leadership Quarterly, 11(4), 581-613. doi:10.1016/S1048-9843(00)00061-8. Diehl, A. B., &amp; Dzubinski, L. M. (2016). Making the Invisible Visible: A Cross-Sector Analysis of Gender-Based Leadership Barriers. Human Resource Development Quarterly, 27(2), 181-206. doi:10.1002/hrdq.21248. Eurostat (2016). Eurostat regional yearbook. Comissão Europeia. doi: 10.2785/29084 Accessed on December 12th 2017 in http://ec.europa.eu/eurostat/documents/3217494/7604195/KS-HA-16-001-EN-N.pdf Grandey, A. A., &amp; Cropanzano, R. (1999). Regular Article: The Conservation of Resources Model Applied to Work–Family Conflict and Strain. Journal Of Vocational Behavior, 54, 350-370. doi:10.1006/jvbe.1998.1666. Grant Thornton International Ltd. (2016). Women in business: Turning promise into practice. Accessed on December 12th 2017 in https://www.grantthornton.global/globalassets/wib_turning_promise_into_practice.pdf Haile, S., Emmanuel, T., &amp; Dzathor, A. (2016). Barriers and challenges confronting women for leadership and management positions: review and analysis. International Journal Of Business And Public Administration, 13(1), 36-51. Hopkins, M. M., O’Neil, D. A., Passarelli, A., &amp; Bilimoria, D. (2008). Women’s leadership development strategic practices for women and organizations. Consulting Psychology Journal: Practice and Research, 60(4), 348-365. doi: 10.1037/a0014093. Kossek, E. E. (2016). Managing work-life boundaries in the digital age. Organizational Dynamics, 45, 258-270. doi:10.1016/j.orgdyn.2016.07.010. Kossek, E. E., Roberts, K., Fisher, S., &amp; DeMarr, B. (1998). Career self-management: a quasi-experimental assessment of the effects of a training intervention. Personnel Psychology, 51(4), 935-962. doi: 10.1111/j.1744-6570.1998.tb00746.x.

Women face multi –faceted challenges to participate in management position due to different factors. The purpose of this research is to investigate factors that affect participation of women in leadership position. . And for ward some possible suggestion for the challenges identified through this study. The study was descriptive in nature and survey solving method was used in data gathering. Data used in this research was mainly primary and secondary data as well, quantitative and qualitative types was incorporated. The data was collected by interviewing and conducting questionnaires. The study revealed that the current status of women participation was low in number in city administration and there are different factors that affect women’s participation in leadership position. The factors which contribute for women's low participation in leadership positions were categorized under three main factors: societal, institutional (organizational) and individual factors. It was observed those women’s career advancements are not affected by one factor alone but a combination of different factors. From these factors the research found that three factors (institutional socio culture and individual) have decisive contribution for low participation of women in leader ship position. According to the respondents, there are institutional (organizational), socio culture and individual factors that have major contribution to the low representation of women in the leadership positions of governmental organization respectively by proper implementation of women policies in the organization, equal treatment during assignment leadership position, providing training to build women’s capacity and creating awareness to the society that women capable for leadership position the researcher recommends that women should be encouraged and supported in order to compete on leadership positions.&#x0D;

IntroductionThe issue of underrepresentation of women in medical leadership roles, particularly in their retention and long-term engagement, is a pressing challenge in healthcare. Despite advancements in women’s initial entry into...

The purpose of this study is to examine and compare the informal networks of both senior woman administrators (SWAs) and athletic directors (ADs) within National Collegiate Athletic Association Division I institutions. Drawing on extant literature citing the underrepresentation of women in sport leadership positions, we incorporate a network approach to build and analyze affiliation networks of SWAs and ADs. Guided by the framework of Leadership in Networks, we argue that the social structures within which ADs and SWAs operate impact opportunities for leader emergence and leadership outcomes. By comparing the AD and SWA affiliation networks, we illustrate the differences in informal networks among men and women leaders in sport, highlighting how informal networks may contribute to the lack of women in sport leadership positions. Previous scholars have long cited an “old boys’ club” as a barrier to women achieving leadership positions, but we argue these studies have largely relied on dispositional evidence rather than methodological and analytical strategies designed specifically to examine relationships and the corresponding network structures. Our results indicate that the SWA network is far less cohesive than the AD networks, and the few women in the AD networks are largely located outside the center of the affiliation networks. Implications regarding the impact of informal networks on the underrepresented nature of women in leadership positions are discussed.

The study explored the challenges of women in educational leadership in Tano North Municipality, Ahafo Region of Ghana. This was a qualitative study which employed case study design. Purposive sampling technique was used to select participants comprising 15 women in educational leadership position for the study. Semi-structured interview guide were the instruments used for data collection. The data was analysed using thematic approach. It emerged that some teachers do not accord female heads the necessary respect due to their culture, religious background and perception about women in general. Also, the problem of heavy workload associated with their new positions posed challenges to women in educational leadership position. It was established that mentoring, professional development coupled with leadership and administrative support help women in leadership positions to excel. It is recommended that Tano North Municipal Education office and other gender-based groups should periodically organize leadership training programmes or seminars for women to prepare them professionally for leadership positions. Keywords : Leadership, Subordinates, Gender, Equality, Position. DOI: 10.7176/JEP/11-31-04 Publication date: November 30 th 2020

Gender balance in pharmacy leadership: Are we making progress?

ABSTRACTEleven current and former male college student-athletes were interviewed about their experiences with female head coaches. Three themes emerged from the data: (a) Give Her a Chance, (b) A Coach is a Coach, and (c) Gendering of the Female Coach. The mixed-gender environment of the sports in which these athletes participated (e.g. track and field, swimming, and rifle) may offset any biases typically characteristic in the male-dominated environment of collegiate athletics as minimal explicit sexism emerged. Male student-athletes who had previous experience with women in leadership or authoritarian positions may also be more open-minded to women as head coaches. The results also demonstrate male student-athletes are accepting of women in leadership positions despite the many stereotypes women face. Therefore, athletic administrators should target female head coaches of co-ed sports teams as a way to assist in improving the under-representation of women in collegiate coaching.

Women are underrepresented in medical leadership positions; however, representation of women among academic oncology leadership is unknown. To evaluate representation of women overall and in leadership positions in academic medical oncology (MO), radiation oncology (RO), and surgical oncology (SO) programs and to examine the association of women leadership with overall faculty representation of women per program. In this cross-sectional study, MO, RO, and SO training program websites were queried from October 2018 through June 2019. All faculty from 265 of 273 accredited MO, RO, and SO training programs (97.1%) were included. Gender. Observed proportions of women in leadership positions compared with the expected proportion of overall women faculty in MO, RO, and SO were assessed. Rates of representation of women across each MO, RO, and SO program's faculty based on the presence or absence of a woman in a leadership position were compared. Of 6030 total faculty, only 2164 (35.9%) were women. Total representation of women among MO, RO, and SO faculty was 37.1% (1563 of 4215), 30.7% (389 of 1269), and 38.8% (212 of 546), respectively. Women composed only 21.7% (30 of 138), 11.7% (11 of 94), and 3.8% (1 of 26) of MO, RO, and SO chair positions, respectively. The observed proportion of women in chair positions was significantly lower than the expected proportion for MO, RO, and SO. In all, 47.9%, 33%, and 18.5% of MO, RO, and SO programs, respectively, had at least 1 woman in a leadership position (program director or chair). Programs with 1 or more women in a leadership position were associated with a higher mean (SD) percentage of women faculty than those without at least 1 woman leader in MO (40.7% [12.5%] vs 33.1% [11.0%]; P < .001) and RO (36.2% [13.3%] vs 23.4% [12.3%]; P < .001) but not SO (40.2% [15.4%] vs 31.4% [16.9%]; P = .29). Gender disparity exists in academic MO, RO, and SO faculty, which is magnified at the chair level. Programs in MO and RO with a woman physician in a leadership position were associated with a higher percentage of women faculty, but this was not true for SO. These data will serve as a benchmark to monitor progress toward a more balanced workforce.