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Leaders on leadership: Perpetuating ...

Johnson, Patricia Lynn.

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Leaders on leadership: Perpetuating the "glass ceiling".

Record Type:	Electronic resources : Monograph/item
Title/Author:	Leaders on leadership: Perpetuating the "glass ceiling"./
Author:	Johnson, Patricia Lynn.
Description:	161 p.
Notes:	Source: Dissertation Abstracts International, Volume: 64-03, Section: A, page: 1102.
Contained By:	Dissertation Abstracts International64-03A.
Subject:	Sociology, Social Structure and Development. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3085724

Leaders on leadership: Perpetuating the "glass ceiling".
Johnson, Patricia Lynn.

Leaders on leadership: Perpetuating the "glass ceiling". - 161 p.

Source: Dissertation Abstracts International, Volume: 64-03, Section: A, page: 1102.

Thesis (Ph.D.)--University of Idaho, 2003.

This qualitative study examined male and female leader's perceptions of leadership characteristics and explores if these perceptions are gender biased. The purpose of this study was to examine what men and women business and political leaders believe are important leadership attributes. There are proportionally very few women in positions of significant power in business organizations or in elective offices. Some studies have suggested that this may be because of perceived differences in leadership styles between men and women. (Alimo-Metcalfe, 1995; Denmark, 1993; Donnel & Hall, 1980; Eagly, 1990; Fagenson & Jackson, 1993, Kanter, 1977; Knott & Natelle, 1997; Lord, Harvey & Hall, 2001; Sonfield, Lussier, Corman, & McKinney, 2001; Stanford & Oates, 1995; Stoeberl, Kown, Han, & Bae, 1995; Sywnsky & Madden, 1996; Thompson, 2000) However, the majority of these studies show there is no significant difference noted between men and women's leadership styles or abilities. Other studies indicate that there is gender bias at work (Aguinis & Adams, 1998; Duerst-Lahti & Kelly, 1995; Eagly, 1990; Ely, 1995; Gardiner & Tiggemann, 1999; Gibson, 1995; Hall-Taylor, 1997; Karstan, 1994; Kramer & Lambert, 2001; Mehra, Kilduff & Brass, 1998). In this view women are not perceived as being effective leaders because being a leader is not congruent with being a woman.Subjects--Topical Terms:

1017425
Sociology, Social Structure and Development.

Leaders on leadership: Perpetuating the "glass ceiling".
LDR:03033nmm 2200277 4500 001 1858611
005 20041020093005.5
008 130614s2003 eng d
035 $a (UnM)AAI3085724
035 $a AAI3085724
040 $a UnM $c UnM
100 1 $a Johnson, Patricia Lynn. $3 1946295
245 1 0 $a Leaders on leadership: Perpetuating the "glass ceiling".
300 $a 161 p.
500 $a Source: Dissertation Abstracts International, Volume: 64-03, Section: A, page: 1102.
500 $a Major Professor: Michael E. Tomlin.
502 $a Thesis (Ph.D.)--University of Idaho, 2003.
520 $a This qualitative study examined male and female leader's perceptions of leadership characteristics and explores if these perceptions are gender biased. The purpose of this study was to examine what men and women business and political leaders believe are important leadership attributes. There are proportionally very few women in positions of significant power in business organizations or in elective offices. Some studies have suggested that this may be because of perceived differences in leadership styles between men and women. (Alimo-Metcalfe, 1995; Denmark, 1993; Donnel & Hall, 1980; Eagly, 1990; Fagenson & Jackson, 1993, Kanter, 1977; Knott & Natelle, 1997; Lord, Harvey & Hall, 2001; Sonfield, Lussier, Corman, & McKinney, 2001; Stanford & Oates, 1995; Stoeberl, Kown, Han, & Bae, 1995; Sywnsky & Madden, 1996; Thompson, 2000) However, the majority of these studies show there is no significant difference noted between men and women's leadership styles or abilities. Other studies indicate that there is gender bias at work (Aguinis & Adams, 1998; Duerst-Lahti & Kelly, 1995; Eagly, 1990; Ely, 1995; Gardiner & Tiggemann, 1999; Gibson, 1995; Hall-Taylor, 1997; Karstan, 1994; Kramer & Lambert, 2001; Mehra, Kilduff & Brass, 1998). In this view women are not perceived as being effective leaders because being a leader is not congruent with being a woman.
520 $a Interviews were conducted with ten female and ten male leaders, primarily located in the Northwest United States. The interviews were reviewed using the Bern Sex Role Inventory (BSRI) to determine if the leadership characteristics being described tended to be more masculine or feminine or neutral. Content analysis was then employed to determine patterns of effective leadership styles from the perspectives of these male and female leaders. A survey of popular literature on leadership was also conducted to reveal whether resources available to society on leadership tend to promote a more masculine leadership approach. Based upon this information, strategies are then proposed to create a more pluralistic culture of work for both men and women.
590 $a School code: 0089.
650 4 $a Sociology, Social Structure and Development. $3 1017425
650 4 $a Women's Studies. $3 1017481
690 $a 0700
690 $a 0453
710 2 0 $a University of Idaho. $3 718915
773 0 $t Dissertation Abstracts International $g 64-03A.
790 1 0 $a Tomlin, Michael E., $e advisor
790 $a 0089
791 $a Ph.D.
792 $a 2003
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3085724