Senior Positions In Organizations Research Articles

Hybrid Professionals in Senior Leadership Roles: Responding to Role Expectations Through Job Crafting

Research on the medical profession and management has typically described how members of the profession are adapting and responding to changing organisational, societal and political pressures. To date, studies examining doctors in leadership roles have sought to understand the influence and adaptation of identity as doctors’ transition into and enact leadership roles and how they integrate, claim and use management and leadership logics. There is little research examining how medical professionals who hold the most senior positions in organisations may craft their jobs in response to their own and colleagues’ expectations. This study sought to understand how medical directors interpret, experience and craft their jobs, specifically in response to their own and senior leader expectations. Findings from 21 interviews with medical directors, chief executives and chairs in the NHS in one UK country found three different categories of medical director job crafting- active, pragmatic and limited. These categories describe medical directors’ approach to and engagement in the role, particularly in relation to job crafting. Interviews with senior executive and non-executive colleagues suggest their perceptions and expectations impact on medical directors’ experience and enactment of the role (and possibility their desire and ability to job craft). This research contributes to our understanding of how medical professionals engage with and enact senior leadership roles and the contribution of executive and non- executive colleagues in providing both opportunity and support. The main contribution of this research is to the literature on hybrid professionals and job crafting.

An exploratory empirical study of whistleblowing and whistleblowers

PurposeThe purpose of this study is to develop a profile of whistleblowers and to determine whether whistleblowing legislation would encourage those individuals to bring to light some illegal or unethical behaviour that otherwise would remain in the shadows.Design/methodology/approachHaving identified whistleblowing correlation, a survey was carried out in Cyprus of actual whistleblowers and could-have-been whistleblowers.FindingsMales between 46 and55 years of age, regardless of whether they have dependents or hold senior positions in organizations are significantly more likely to blow the whistle. However, could-have-been whistleblowers did not go ahead because they felt that the authorities would not act on their information.Research limitations/implicationsBecause of the sensitive nature of the research topic and the fact that only whistleblowers or intended whistleblowers could participate in the study, the sample size is limited as a result. This, in turn, limits both the number of respondents in each category (actual and intended) as well as constrains the statistical analysis that could be carried out on the data.Practical implicationsIt remains to be seen whether EU Member States shall implement the European Directive 2019/1937 on the protection of persons who report breaches of Union Law, in its entirety by the due date, namely December 2021.Originality/valueThis study provides a literature review of whistleblowing and reports an original survey against the backdrop of the European Directive.

Mulheres em cargos de chefia: desafios e percepções

O objetivo geral desta pesquisa foi analisar os desafios que as mulheres que ocupam cargos de chefia nas organizações brasileiras enfrentaram e ainda enfrentam em suas carreiras, assim como suas percepções individuais sobre a questão do gênero. Para coleta de dados, realizaram-se entrevistas em profundidade. A partir dos resultados obtidos, constatou-se que o preconceito masculino ainda é um dos principais desafios enfrentados pelas profissionais do gênero feminino no âmbito organizacional, pois, ao mesmo tempo em que dificulta que as mulheres sejam promovidas, move as desconfianças sobre elas, quando as mesmas ocupam cargos de médio e alto escalão.

Gender and power in the research process

This article explores the gender dynamics in a multidisciplinary research team, focussing particularly on the way gendered power struggles affect the production of knowledge. Gender-based conflicts over the relevance of gender to the research process threatened to silence all the women involved in the research: the researchers, the participants and the woman on the management team. As the research was exploring the under-representation of women in senior positions in organisations and their experiences of gendered processes at work, this silencing would have had particularly serious implications for the outcome of the project. During this conflict, power resources were mobilised by both women and men. The eventual resolution of the conflict ensured that women's voices were heard and their experiences made visible. This had a crucial effect on both the research process and the outcome of the research project and demonstrates the critical effect of gender on the knowledge that can be produced by research.

Any Difference? An Analysis of Gender and Divisional Management Styles in a Large Airline

There has been much debate as to whether women manage differently from men and whether this may constitute a reason for women's lack of progress to the top echelons of organizations (Tanton 1994; Coyle 1993; Still 1994; Wajcman 1998). This article locates the sameness/difference debate in a wider analysis of management styles, with particular attention paid to the business function. It is also suggested that any debate on styles must take place within a feminist theoretical framework which acknowledges inequalities of power, economic and patriarchal interests. Management skills are socially constructed (Phillips and Taylor 1980) and change according to social and economic conditions. The article shows that business function is the most important influence on management style. The author contends, like others, that even in times of great change, men seem to be able to hold on to the most powerful positions in organizations (Cockburn 1986; Savage and Witz 1992; Collinson et al. 1990). The convergence of patriarchal interests with business interests ultimately determines what style is valued. The much vaunted feminization of management (Rosener 1990) does not mean that more women are to be found in senior positions in organizations. Nor do large numbers of women managers necessarily lead to a more feminized management style (Kanter 1977). Stereotypes of women still act against their acceptance into positions of power while men's ability to adopt some of traditionally feminine skills of communication means that women's supposed advantage (Rosener 1990) may have been leapfrogged.