Leadership Positions In Organizations Research Articles

EMPOWERMENT OF SAUDI WOMEN FOR LEADERSHIP POSITION: IMPACTS AND CHALLENGES

When women are empowered, that means empowering an entire nation. The Kingdom of Saudi Arabia realized that empowering Saudi women to leadership roles is a societal, economic, and cultural necessity, which prompted officials in the Kingdom of Saudi Arabia to develop actual plans to empower women to lead. The purpose of this paper is to understand the importance of empowering Saudi women in leadership positions in organizations and the impact of this empowerment on organizational and societal performance. Also, this paper aims to review the challenges facing Saudi women when assuming leadership positions and to suggest some solutions to them. Moreover, this study highlights the role of Saudi Arabia's Vision 2030 in achieving women's empowerment.

When narcissists exemplify ethics: Contingent consequences of ethical leadership.

Organizations increasingly encourage, recognize, and reward ethical leadership to preempt the economic and reputational risks associated with ethical failures. At the same time, organizational leadership positions are disproportionately occupied by individuals higher in narcissism. We highlight how the combination of these two phenomena carries important organizational implications by examining how ethical leadership behaviors differentially impact leaders based on their level of narcissism. Building upon self-concordance theory, we introduce a model of contingent consequences of ethical leadership. Our model identifies motivational (i.e., self-efficacy of the leader) and social (i.e., admiration of the leader) mechanisms that explain why ethical leadership positively predicts leadership effectiveness for some leaders, but not for others. We test our model using a field study and two experiments. Findings from these three studies point to a problematic leadership paradox: When leaders higher in narcissism behave more ethically, they incur higher motivational costs and reap fewer social benefits compared to their peers who are lower in narcissism. Results reveal risks to leadership effectiveness for narcissistic leaders who attempt to lead more ethically. We discuss implications for ethical leadership research and practice. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Challenges Women Experience in Leadership Careers: An Integrative Review

A part of diversity management is working to achieve gender equality and create a comfortable working environment for women. However, in many organizations, gender biases and stereotypes frequently occur, consciously or unconsciously, regardless of whether women take on leadership roles. In addition, women must overcome a variety of challenges when taking on leadership roles or aspiring to become leaders. Based on the above background, we review and integrate the literature on management and career studies related to the challenges that women face in the process of advancing to leadership positions in organizations. Specifically, we examine the external and internal factors that create the various obstacles that women who aspire to leadership positions in structured organizations face from a gender perspective. Based on the integrative review, we discuss the implications for practices to increase the number of female leaders.

Women as a Growing Force in Critical Care Medicine-the Journal, Profession, and Society.

Women as a Growing Force in Critical Care Medicine-the Journal, Profession, and Society.

The professional paths development in Polish cultural organizations from female perspective

The last decades have been characterized by numerous changes in the functioning of the organizations. One of them concerns the understanding of the organizational roles of women who, initially identified with lower administrative staff, began to use specialist and managerial positions more and more often and more effectively. Despite what numerous studies have highlighted the increase in the participation of women in leadership positions in organizations is still slow, even in sectors with high feminization rates. This paper focuses on one of the most feminized organizations in the economy – public cultural organizations. On the one hand, they are perceived as traditional, stiff, boring, and by some, even unnecessary organizations. On the other hand, people perceive them as progressive, inspiring, and extremely important from the viewpoint of broadly understood social development and thus consider them as ‘friendly’ for marginalized groups, including women. This paper presents the findings of a research conducted between January 2021 and April 2022 among cultural workers in Poland. The research was based on a survey among 512 public cultural organizations and 20 biographic interviews with female managers working in various cultural organizations in Poland. The purpose of this research was to map the organizational environment of Polish cultural and arts managers. The study provided rich empirical material documenting the impact of the far-reaching gendered nature of work in public cultural organizations, which influences the professional development of women in these workplaces. Additionally, and what makes Polish case interesting to study, is the context of the research. As proven by this study, although, previously functioning in Poland socialist system, supported the professional activization of women, the transformation period 1989 significantly slowed down those processes and consequently in some sectors of economy even deepened existing inequalities. Public cultural organizations, according to participants of those studies, are its example. The findings presented in this paper broaden the knowledge about both gender inequality in cultural industries and theory of gendered organizations. The main contribution of the study revealed career development challenges for women working in public cultural organizations.

The General Factor of Personality (GFP) is associated with higher salary, having a leadership position, and working in a social job

Previous studies have suggested that a general factor exists at the top of the hierarchal structure of personality. One interpretation of this General Factor of Personality (GFP) is that it reflects social effectiveness. Accordingly, in a large employee sample (N = 1267), we tested whether the GFP relates to several outcomes assumed to be linked with social effectiveness. Specifically, we examine whether the GFP is positively related to salary and to obtaining a leadership position. Additionally, we test whether high-GFP employees more often work in social occupations. Controlling for demographics and background variables, it was found that the GFP is indeed positively related to monthly (gross) salary. Moreover, employees occupying leadership positions in organizations scored higher on the GFP. GFP scores of employees in more social occupations (e.g., education, health care) were higher than of employees in other types of jobs (e.g., construction). GFP scores were also positively associated with the extent to which one has to relate to others in the job. Overall, the pattern of findings is in line with the notion of the GFP as relating to social effectiveness or adaptiveness, which are assumed to play a significant role in occupational outcomes.

Is there a glass ceiling for ethnic minorities to enter leadership positions? Evidence from a field experiment with over 12,000 job applications

We conducted a field experiment to analyze if there is a glass ceiling for ethnic minorities entering leadership positions in organizations. We submitted over 12,000 job applications, to over 4,000 job advertisements, to investigate hiring discrimination against six ethnic groups for leadership positions. Drawing on implicit leadership theory, we argue that ethnic discrimination is particularly pronounced in the recruitment of leadership positions. The results confirm this hypothesis. For leadership positions, applicants with English names received 26.8% of positive responses for their job applications, while applicants with non-English names received 11.3% of positive responses. This means ethnic minorities received 57.4% fewer positive responses than applicants with English names for leadership positions despite identical resumes. For non-leadership positions, applicants with English names received 21.2% of positive responses for their job applications, while applicants with non-English names received 11.6% of positive responses. This means ethnic minorities received 45.3% fewer positive responses for non-leadership positions despite identical resumes. Ethnic discrimination for leadership positions was even more pronounced when the advertised job required customer contact. In contrast, hiring discrimination for leadership positions was not significantly influenced by whether the job advertisement emphasized individualism or learning, creativity, and innovation. Our findings provide novel evidence of a glass ceiling for ethnic minorities to enter leadership positions.

Leadership Diversity in the Association of Program Directors in Surgery: A Report of Progress

Across the last several years, numerous surgical departments and societies have focused on addressing the lack of diversity, equity, and inclusion (DEI) in the field. Since the Association of Program Directors in Surgery (APDS) Diversity and Inclusion Taskforce was created in 2017 (and solidified as a formal committee in 2018, herein referred to as the APDS-DIC), it has sought to address gaps in diversity at various phases of training and development from medical student to surgical leader. In follow-up to a 2018 study that benchmarked leadership demographics of the APDS, this study analyzed how the APDS' efforts have aligned with recommended DEI strategies and whether this produced demographic changes in organizational leadership. Fifteen years (2008-2022) of publicly available APDS annual meeting program data and APDS membership lists were analyzed. Leadership positions in the organization were examined by officer, program/vice chair, executive committee, and board of directors. A 2-tailed T-test compared differences in the average proportion of leaders from specific demographic groups before and after the APDS-DIC inception (2008-2016 vs. 2017-2022). APDS has 724 unique faculty and 140 resident members. The majority of both groups identified as White (68% of faculty and 58% of residents). Over 15 years, there have been 307 available leadership positions held by 67 individuals. All presidents and president-elect positions have been held by White surgeons; nearly 80% have been men. The average proportion of female leaders and the average proportion of racial/ethnic minority leaders were both significantly higher after implementation of the APDS-DIC in 2017 (p=0.0009 for gender and p=0.036 for racial/ethnic minorities). The APDS' commitment to DEI efforts and establishment of the APDS-DIC in 2017 was associated with a significant increase in women and non-White minorities in organizational leadership positions. The specific role of the APDS-DIC in propelling surgeons from underrepresented groups into leadership and promoting key DEI efforts is broadly applicable to other surgical organizations.

Variables affecting pharmacy students' pursuit and attainment of postgraduate residency and fellowship positions

IntroductionPostgraduate pharmacy residency and fellowship positions have remained competitive. We evaluated factors predicting students' pursuit and attainment of postgraduate pharmacy training positions. MethodsA web-based survey was administered to students from a three-year accelerated pharmacy program. The survey asked questions regarding the participants' demographics, cumulative academic pharmacy grade point average (GPA), school leadership positions in organizations or committees, and research activities. Students' resilience was measured by the Academic Pharmacy Resilience Scale questionnaire. Multiple logistic regression was used to determine variables that predicted the pursuit and attainment of residency positions. ResultsThe survey response rate was 46.7%. Students with greater cumulative GPA (odds ratio [OR] 6.3; 95% CI, 2.25–17.68), research experience (OR 3.3; 95% CI, 1.29–8.45), resilience scores (OR 1.07; 95% CI, 1.03–1.12), and leadership in an organization (OR 3.27; 95% CI, 1.46–7.33) or school committee (OR 2.29; 95% CI, 1.04–5.07) were more likely to apply to a residency program. Students with greater cumulative GPA (OR 9.93; 95% CI, 1.33–74.23), self-rated performance score in the residency interview (OR 5.32; 95% CI, 2.47–11.44), and leadership experience on a school committee (OR 15.37; 95% CI, 3.94–59.93) were more likely to match with a residency program. The average scores on interview performance and networking were significantly higher in students who obtained a fellowship position compared to those who did not obtain that. ConclusionsThis study identified several predictors for the pursuit and attainment of residency or fellowship positions, which could inform pharmacy educators, students, and program directors.

The influence of abusive supervision on employee engagement, stress and turnover intention

PurposeThe purpose of this research was to investigate the influence of abusive supervision on work engagement, stress and turnover intention of subordinates. It was also proposed that work engagement and stress mediate the relationship between abusive supervision and turnover intention. Self-determination theory and the job demands-resources (JD-R) model provide the theoretical framework for the hypotheses.Design/methodology/approachThe sample of this study consisted of 172 employees from public and private companies operating in different sectors of the economy. The hypotheses were tested through multiple regression analysis.FindingsThe results show that abusive supervision negatively influences engagement and contributes to increasing subordinates' stress and turnover intention. The study also found that the relationship between abusive supervision and turnover intention is mediated by engagement, but not by stress.Research limitations/implicationsData was obtained from a convenience sample and cannot, therefore, be generalized.Practical implicationsThe study results suggest that employees are prone to leave an organization when they are subordinated to abusive leaders, corroborating the idea that workers choose organizations but leave their leaders. This, in turn, reinforces the importance of adopting proper leadership selection and training processes.Originality/valueThis research addresses the dark side of the relationship between superiors and subordinates, which has been scarcely examined in the Brazilian literature. It also draws attention to different harmful consequences associated with dysfunctional behaviors of professionals that hold leadership positions in organizations.

Determinants of social success among female leaders of public transport enterprises

The article presents the materials of the study of social success of female leaders of public transport organizations. The relevance of the study is due to the fact that women are increasingly occupying leadership positions in organizations that were previously headed by men. The following methods were used in the study: diagnostics of the real structure of a person’s value orientations (S.S. Bubnova), a test questionnaire for determining the level of self-esteem (S.V. Kovalev), a questionnaire "Social Success"(M. Melia). It has been proven that socially successful women often have inflated self-esteem. The highest correlation values were noted between indicators of self-esteem and social activity aimed at achieving positive changes in society, acquiring a high status. The also results have a pronounced direct positive correlation. A moderate correlation was found between the indicators of successful women’s self-esteem and "learning new things" and "communication". Female leaders of public transport organizations show a high level of self-esteem and self-respect, have such personality traits as determination, proactive attitude, authority, risk-taking, independence, autonomy, self-confidence. The study will allow to define the determinants of socially successful women in order to optimize and understand the general styles of managing large public transport enterprises.

Exploring the relationship between stress and student leadership among student pharmacists

IntroductionPrevious studies show student pharmacists have a lower health-related quality of life than undergraduate students and are among the most stressed of the health profession students. The long-term effects of chronic stress on healthcare providers can lead to reduced productivity, increased turnover, and medical errors. The goal of this research was to gather information from students who participate in organizational leadership positions regarding their opinions of the benefits of the leadership positions and feelings about stress, burnout, and quality of life. MethodsStudent pharmacists holding leadership positions were asked to complete an electronic survey. Survey questions were based on behavioral assessment instruments. Descriptive statistics were used to analyze demographic data and yes/no question responses. The Spearman Rho test was used to look for associations when comparing variables. ResultsSixty-four students completed the survey. There was a significant association between both self-reported lower quality of sleep and reduced time dedicated to leisure activities with holding concurrent positions (p = 0.021, p = 0.028, respectively). No significant relationship was found between the number of leadership positions held concurrently, satisfaction gained from those positions, professional year in pharmacy school, employment during didactic years, or self-perceived test taking performance. Student pharmacists reported taking on leadership positions in student organizations for a variety of reasons, including desire to improve skills, make connections, improve the profession, and gain experience. ConclusionsPharmacy faculty mentors may be able to utilize the results of this study to encourage student leaders and better understand the challenges that come with organization leadership positions.

Beyond the glass ceiling: an exploration of the experiences of female corporate organizational leaders in Ghana

ABSTRACT Although an increase in the inclusion of women in the global labor market has been reported in recent times, existing literature show that women are still heavily underrepresented in organizational leadership positions. Many studies in this area mainly focused on perceived barriers to women’s ascend to leadership positions, while little attention is paid to insights into the lived experiences of women who have already managed to assume leadership positions. This study was conducted to plug this gap in the literature. We interviewed 10 women corporate organizational leaders in Ghana to share their lived experiences as female leaders within the Ghanaian context. Our findings reveal that women still face several challenges even after breaking the glass ceiling to attain leadership positions in corporate organizations in Ghana. The main challenges were raised around the issue of gender, discrimination, age, their roles as mothers and wives. On the other hand, their positions also came with benefits and opportunities such as improved financial status, a command for respect as well as increasing their social and business networking capacity. More importantly, age although a disadvantage for the young women leaders, it was seen as a resource for older women as it enhances their respect and seen as performance of motherhood roles in this Ghanaian context. The study concludes that although women leaders’ experiences are largely negative, older women leaders seemed to utilize their positions actively and creatively and perform pseudo-motherhood roles which in turn helps them in the performance of their leadership roles.

Into the unknown: Migration and the politics of identity in four coastal municipalities in Southwest Panay, Philippines

Migration has been a great part of fishers’ struggle to survive and prosper, to escape various forms of insecurity and respond to opportunities. In the Philippines, the drastic decrease in fish catch due to overfishing and overexploitation have causes many fishers to migrate to richer fishing grounds. This paper examines the link between in-migration and identity in the coastal municipalities of Miagao, San Joaquin, San Jose de Buenavista and Anini-y in Southwest Panay, Philippines. It looks at how in-migration shapes notions of “community” in these areas and how identity and constructions of the “Other” at the community level take place. Drawing from a household survey of migrant fishers as well from key informant interviews and focused group discussions with coastal communities, the study surmises that migrant fishers, who came mostly from other Visayan islands and Mindanao to take advantage of richer fishing grounds in Panay have remained mostly poor and marginalized. Many have remained as informal settlers, have poor access to health and education and have held few membership and leadership positions in organizations at the community level. While they have been integrated into the local fishing economy as sources of new fishing technology and as poorly-paid workers and suppliers of fish catch to wealthy brokers, their access to fishing grounds, resources and markets was only largely possible through the mediation of “native” middlemen and bosses. While they try to maintain good relationships with other fishers and members of the community, their ability to access political and economic resources have been largely conditioned by their ability to navigate both their own notions of what it means to be an “outsider” and constructs imposed upon them by local power structures which have drawn an invisible yet restrictive line between them and the “natives”.

Prestige and dominance as assessed by friends, strangers, and the self

Previous research has distinguished prestigious and dominant facets of social status. Dominance is related to negative traits (e.g., hubristic pride), while prestige is related to positive traits (e.g., authentic pride). This study examined how dominance and prestige were perceived by self and others (friends/colleagues and strangers). 49 groups of friends/colleagues (n = 200, age from 18 to 69 [M = 31.13, SD = 6.78]) were asked to self-rate and rate their friends in terms of levels of dominance and prestige. In addition, the participants' WeChat profiles were rated by 20 strangers. Analyses focused on the agreement between these ratings of different sources as well as these ratings' associations with the participants' social status (i.e., leadership positions in organizations). Results revealed higher self-peer agreement than self-stranger agreement and/or peer-stranger agreement on prestige and dominance subscales. More importantly, consistent with the Self-Other Knowledge Asymmetry (SOKA) Model, self- and peer-ratings of prestige and dominance were significantly and uniquely associated with social status.

Why are grandiose narcissists more effective at organizational politics? Means, motive, and opportunity

Research over the past decade has shown that grandiose narcissists are often successful at attaining leadership positions in organizations. However, there is no evidence that narcissists lead higher performing firms, and while they see themselves as more competent leaders, there is no evidence for this, either. In fact, research shows that narcissistic leaders have numerous negative effects on the entities they lead. This raises a question: Why are narcissists so successful in attaining leadership positions? We suggest that the defining characteristics of grandiose narcissism (grandiosity, self-confidence, entitlement, and a willingness to exploit others for one's own self-interest) may make them more effective organizational politicians than those who are lower in narcissism. We report the results of three studies that show: (1) those higher in narcissism are more likely than those who are lower to see organizations in political terms (opportunity), (2) they are more willing to engage in organizational politics (motive), and (3) they are more skilled political actors (means). We discuss the implications of these results for organizational dynamics and career processes.

Processo de transição para uma posição de liderança: um estudo com mulheres

Parecem ser vários os desafios, emoções e constrangimentos com os quais as mulheres se deparam para alcançarem posições de liderança nas organizações. Nesse seguimento, este estudo tem como objetivos descrever o processo de transição de mulheres para uma posição de liderança em contexto organizacional e as representações de jovens mulheres sobre o mesmo. De forma a concretizar os objetivos definidos foram realizados dois estudos. O estudo 1 recorreu a entrevistas semiestruturadas a mulheres que viveram recentemente o processo de transição. No estudo 2 aplicou-se um questionário com perguntas abertas a 30 jovens mulheres universitárias. Os dados foram sujeitos a análise de conteúdo categorial. Os resultados permitiram identificar três fases no processo de transição para uma posição de liderança - Aprendizagem, Autonomização e Consolidação. Permitiu ainda identificar que ao longo do processo de transição as mulheres experienciam dificuldades a nível do assumir as novas funções, obter reconhecimento do papel de líder e mudanças nas relações. As representações das jovens mulheres vão ao encontro das vivências das mulheres, revelando-se conscientes do papel dos estereótipos de género na liderança feminina.

Reconceptualizing What and How Women Negotiate for Career Advancement

We propose a conceptual framework for expanding the scope of future research on the role of gender in career negotiations. Extant research on gender in career negotiations emphasizes women’s disadvantages relative to men in compensation negotiations. We present an inductive study of what and how women negotiate for career advancement and the attainment of leadership positions in organizations, drawing on data from diverse samples of negotiation accounts by senior executive, mid-level, and early career professionals from the public, private, and nonprofit sectors and six world regions. Integrating insights from six studies, we propose a more comprehensive perspective on what men and women negotiate for career advancement, including their role development and work–family conflicts, as well as compensation. We also identify three distinct negotiating strategies—asking, bending, and shaping—that vary in the extent to which the negotiator conforms to, deviates from, or attempts to redefine organizational norms. Our analyses suggest that the choice of negotiating strategy has implications for men’s and women’s career progression, particularly for women’s navigation of nontraditional career paths and men’s and women’s leadership claiming. We suggest new directions for research on the role of negotiation in career advancement and in promoting and mitigating gender inequality in organizations.

When thinking back can hold us back: How being a follower can affect women's loss-aversion.

Despite the persistent gender gap in many organizational leadership positions, researchers have not yet examined objective predictors of this gap. A fully crossed 3 (Role Prime: leader, follower, control) × 2 (Gender Prime: present, absent) × 2 (Sex: male, female) experimental design examined the effect of group role (i.e., leader or follower) and gender on loss-aversion. Participants (192 total; 96 female) were asked to name either their former or current leader ("superior") or follower ("subordinate"), compared with a no prime condition. Results suggest that women primed with a follower role were more loss-averse than men primed with a follower role, and were more loss-averse than women primed with the leader role or in the control condition. However, the role prime did not affect men's loss-aversion. The current research suggests that researchers and practitioners should consider the effects of group role on loss-aversion, as this may contribute to gender gaps in the workplace. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

The Challenges of Women Leadership and Management in India

Women represent half of the population in world but continuously face the problems of inequality in every field whether it is in government or non-government organizations and particularly face the problems for leadership because men always think that women cannot be a good leader or manager but at the domestic level men agree for the women work because men always think women only good for domestic work. Achieving equality for women in corporations, at all levels, is a long and demanding journey, which requires the implication of the whole company and the strong commitment of the top management. According to the United Nations publications on “women challenges of year 2000,” “women constitute half the world’s population, perform two-thirds of the world’s work, but receive only one tenth of its income and own less than one-hundredth of its property” More than 40 percent of women represent world’s labor force and half of the world’s population. Over the years government tries to make policies and programs to advance women in government enterprises and organizations. In developing countries particular in rural areas women produce more than 55 percent of food grown. Various studies show that women proved to be successful owners of the business and also successful managers (Koshal, M., Koshal, R. K., & Gupta, A. K). The report highlights that women comprise 16 percent at junior management level, 4 percent each at middle and senior levels, and only 1 percent in organizational leadership positions (CEOs) (Women managers in India: Challenges and opportunities (2009) Centre for Social Research p. 2). This paper is based on Secondary data. The paper highlights the challenges of women leadership and management in India.