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E-grāmata: Women and Leadership: Journey Toward Equity

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  • Formāts: EPUB+DRM
  • Izdošanas datums: 13-Jan-2021
  • Izdevniecība: SAGE Publications Inc
  • Valoda: eng
  • ISBN-13: 9781071833940
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  • Formāts: EPUB+DRM
  • Izdošanas datums: 13-Jan-2021
  • Izdevniecība: SAGE Publications Inc
  • Valoda: eng
  • ISBN-13: 9781071833940

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Recipient of a 2022 Most Promising New Textbook Award from the Textbook & Academic Authors Association (TAA)

While women in the United States account for nearly half the workforce, they continue to encounter unique personal, social, and structural dynamics as leaders. Authors Lisa DeFrank Cole and Sherylle J. Tan explore these dynamics and more in Women and Leadership: Journey Towards Equity.  Grounded in leadership theory and research, this text delves into the barriers and challenges women face on their leadership journeys, including stereotypes, bias, inequality, discrimination, and domestic responsibilities.  The text includes several chapters devoted to strategies and tools for overcoming obstacles, creating structural change, and moving towards greater equity. 
Preface xvii
Acknowledgments xxiii
About the Authors xxv
Chapter 1 Why Study Women and Leadership?
1(18)
Introduction
1(2)
Which Women? Differentiating for Clarity
3(3)
Defining Leadership, Followership, and Context
6(1)
Theoretical Perspectives
7(3)
Why Women are Needed as Leaders
10(3)
Four Domains of Leadership and Gender Framework
13(2)
Summary
15(1)
Discussion Questions
16(1)
Leadership in Practice: The Power of Your Own Story
17(1)
Key Terms
17(2)
SECTION I FOUNDATIONS
19(90)
Chapter 2 Historical Context
21(22)
Introduction
21(1)
Historic Themes That Inhibit Opportunities for Women's Leadership
22(14)
Laws and Policies
22(4)
The Fight for Women's Right to Vote
26(2)
Impact of Race
28(2)
Access to Education
30(2)
Access to Financial Resources
32(2)
Social Conventions for Women
34(1)
Access to Birth Control
34(1)
Influence of Religious Teachings
35(1)
Elements That Enhanced Opportunities for Women's Leadership
36(5)
First Wave of Feminism
36(1)
Organizing Against Slavery
36(1)
Organizing for the Right to Vote
37(2)
Second Wave of Feminism
39(1)
Third Wave of Feminism
40(1)
Summary
41(1)
Discussion Questions
42(1)
Leadership in Practice: Taking Historical Context Into Account
42(1)
Key Terms
42(1)
Chapter 3 Social Context
43(22)
Introduction
43(1)
The Social Construction of Gender
44(8)
Social Influences Defining Gender
45(1)
Intersectionality and Gender Roles
46(1)
Changes in Gender Roles over Time
47(1)
Gender Development Theories and Perspectives
48(1)
Social Learning Theory
48(1)
Gender Schema Theory
48(1)
Social Role Theory
49(1)
Social Construction of Gender
50(1)
Gender Identity
50(2)
Impact of Gender on the Perceptions of Leaders
52(2)
The Social Influence of Media on Women and Girls
54(9)
Representation of Women in the Media
55(2)
Stereotypical Images of Women Leaders
57(1)
The Effect of Counterstereotypes
58(1)
Women in the Media Industry
59(2)
News and Media Coverage of Women Leaders
61(2)
Summary
63(1)
Discussion Questions
63(1)
Leadership in Practice: Taking Social Context Into Account
64(1)
Key Terms
64(1)
Chapter 4 Relevant Leadership Approaches and Theories
65(24)
Introduction
65(1)
A Brief Overview of the Evolution of Leadership Theories
65(7)
Trait Approach
66(2)
Behavioral School
68(1)
Autocratic Leadership Style
69(1)
Democratic Leadership Style
70(1)
Laissez-Faire Leadership Style
70(1)
Contingency Theories
71(1)
Modern Relational-Based Leadership Theories and Approaches
72(9)
Transactional and Transformational Leadership
72(3)
Servant Leadership
75(2)
Connective Leadership Model
77(1)
Collective Leadership
77(4)
Followership
81(5)
The Power of Followership
83(1)
Leader-Follower Cycle
84(2)
Summary
86(1)
Discussion Questions
87(1)
Leadership in Practice: Leaders in the Making
87(1)
Key Terms
88(1)
Chapter 5 Gender Differences in Norms, Styles, and Effectiveness
89(20)
Introduction
89(1)
Sex Differences
90(5)
Biological Essentialism
90(1)
Cultural and Social Differences
91(1)
Evolutionary Psychology Perspective
92(1)
Social Psychology Perspective
92(3)
Leadership Differences Between Women and Men
95(4)
Women and Leadership Across Sectors
99(7)
The Private Sector: Corporate and Business
100(1)
The Public Sector: Government and Politics
101(3)
The Social Sector: Nonprofit and Social Entrepreneurship
104(2)
The Four Domains of Leadership and Gender (Four Domains Framework) Revisited
106(1)
Summary
106(1)
Discussion Questions
107(1)
Leadership in Practice: Portrait of a Leader
107(1)
Key Terms
108(1)
SECTION II BARRIERS AND CHALLENGES
109(88)
Chapter 6 Implications of Stereotypes and Bias
111(22)
Introduction
111(1)
Defining Stereotypes
112(4)
Beliefs About Gender
113(1)
Beliefs About Leadership
113(3)
The Discord Between Gender and Leadership Role Expectations
116(2)
Think Leader-Think Male Paradigm
116(1)
Role Congruity Theory
117(1)
Lack of Fit Model
118(1)
Gender Bias
118(10)
Second-Generation Gender Bias
121(1)
Lack of Role Models for Women
122(1)
Gendered Career Paths and Work
123(1)
Lack of Access to Networks and Sponsors
123(1)
Double-Binds
124(3)
Gender Bias Patterns in the Workplace
127(1)
Stereotype Threat
128(2)
Buffers Against Stereotype Threat
129(1)
Summary
130(1)
Discussion Questions
131(1)
Leadership in Practice: Gender Bias Patterns
131(1)
Key Terms
132(1)
Chapter 7 Consequences of and Solutions for Inequality and Discrimination
133(22)
Introduction
133(1)
Defining Inequality and Discrimination
134(3)
Naming the Barriers to Leadership
137(2)
Perspectives on Barriers and Obstacles
139(12)
Constraints
141(1)
Recruitment Bias
141(1)
Promotion Barriers
142(1)
Hostility
143(1)
Microaggressions
143(1)
Sexual Harassment
144(1)
Queen Bee Syndrome
145(2)
Salary Inequity: The Gender Wage Gap
147(2)
Motherhood Penalty and Fatherhood Premium
149(1)
Overwork and the Gender Wage Gap
150(1)
Promoting Gender Equity
151(1)
Summary
152(1)
Discussion Questions
153(1)
Leadership in Practice: Bridging the Pay Gap
153(1)
Key Terms
154(1)
Chapter 8 Work, Family, and Life Responsibilities
155(20)
Introduction
155(1)
Understanding the Demographics of the Workplace and the Family
156(3)
Shifts in the Workplace
156(2)
Shifts in the Family
158(1)
Domestic Responsibilities and the Division of Labor
159(3)
Household Responsibilities
160(2)
Caregiving and Family Responsibilities
162(4)
Childcare
162(3)
Elder Care
165(1)
Work-Family Conflict
166(2)
Work-Life Practices and Policies
168(5)
Flexible Work Arrangements
168(1)
Family Leave
169(3)
Usage of Work-Life Practices and Policies
172(1)
Summary
173(1)
Discussion Questions
173(1)
Leadership in Practice: Wheel of Life
174(1)
Key Terms
174(1)
Chapter 9 Global and Cross-Cultural Leadership
175(22)
Introduction
175(1)
Defining Global Leadership
176(4)
Contextual Elements: Complexities
177(1)
Relational Element: Flow
178(1)
Spatial-Temporal Element: Presence
178(2)
Women as Global Leaders
180(5)
Perceptions of Women in Global Leadership
181(4)
Models and Competencies of Global Leaders
185(4)
Dimensions of Global Framework
185(1)
The Pyramid Model of Global Leadership
186(3)
Cross-Cultural Understanding
189(5)
Hofstede Model of National Culture
190(2)
The Global Leadership and Organizational Behavior Effectiveness (GLOBE) Studies
192(1)
Revisiting the Four Domains Framework
193(1)
Summary
194(1)
Discussion Questions
194(1)
Leadership in Practice: Understanding Culture
195(1)
Key Terms
195(2)
SECTION III SUPPORTS AND SOLUTIONS
197(92)
Chapter 10 Developing Leader Identity and Leadership Capacities
199(22)
Introduction
199(1)
Leader Identity
200(6)
Identity Theory
201(1)
Social Identity Theory
202(1)
Social Construction of Identity Theories
202(1)
Integrated Capacious Model (ICM) of Leadership Identities Construction
203(2)
Women's Leader Identity Development
205(1)
Motivators to Lead
206(2)
Finding Purpose
208(2)
Impostor Syndrome
210(2)
Overcoming Impostor Syndrome
212(1)
Developing Personal Leadership Capacities
212(5)
Psychological Capital
212(3)
Growth Mindset
215(2)
Summary
217(1)
Discussion Questions
218(1)
Leadership in Practice: Woman Leader Interview
218(1)
Key Terms
219(2)
Chapter 11 Navigating the Labyrinth
221(22)
Introduction
221(1)
Career Trajectories
222(5)
Nonlinear Career Paths
222(2)
Protean Career Orientation
224(1)
Kaleidoscope Career Model (KCM)
225(1)
M-Shaped Career Curve
225(2)
Women's Leadership Development Programs
227(3)
Building Relationships to Support Leadership
230(7)
Professional Networks
230(3)
Mentorship
233(1)
Sponsorship
234(3)
Interpersonal Skills to Enhance Influence
237(4)
Effective Communication Skills
237(3)
Negotiation Skills
240(1)
Summary
241(1)
Discussion Questions
241(1)
Leadership in Practice: Reinvent your Network
242(1)
Key Terms
242(1)
Chapter 12 Invisible Systems and Creating Structural Change
243(22)
Introduction
243(1)
Applying Liberatory and Critical Lenses to Leadership
244(4)
Liberatory Education
245(1)
Critical Perspectives on Leadership
246(2)
Invisible Systems and Structures
248(4)
Organizational Cultures and Policies
252(5)
Organizational Cultures
252(2)
Diversity and Inclusion Initiatives
254(3)
Incentives to Close the Gender Gap
257(4)
The Business Case
258(2)
Women as Entrepreneurs: Creating Diversity
260(1)
Summary
261(1)
Discussion Questions
262(1)
Leadership in Practice: Identifying Invisible Systems
262(1)
Key Terms
263(2)
Chapter 13 Movement Toward Equity
265(24)
Introduction
265(1)
Social Movements
266(3)
Engaging Men in Gender Equity Work
269(5)
Men and Masculinity
270(1)
Organizations Promoting Gender Equity
271(1)
Men Advocates and Allies
272(2)
The Rise of Women Leaders: Shifts in Gender Stereotypes
274(3)
Public Policies for Gender Equity
277(4)
Public Policy for Civil Rights
278(2)
Public Policy for Economic Security
280(1)
Public Policy for Climate Solutions
280(1)
Improving the State of Women in Leadership
281(4)
Summary
285(1)
Discussion Questions
286(1)
Leadership in Practice: Taking Action for Gender Equity
286(1)
Key Terms
287(2)
References 289(46)
Index 335
Dr. Lisa DeFrank-Cole is Professor and Director of Leadership Studies at West Virginia University (WVU).  Her research agenda is focused on women and leadership as well as followership.  She is an inaugural member of the Womens Leadership Initiative at WVU where she serves on the steering committee.  DeFrank-Cole was recognized as the 2017 Mary Catherine Buswell award recipient at WVU and a 2019 West Virginia Wonder Woman for excellence and womens advocacy.  She currently holds the Harriet E. Lyon Endowed Professorship in Womens and Gender Studies.

Studying and writing about women and leadership for 20 years, she was a Fulbright Specialist Scholar in the Kingdom of Bahrain where she taught leadership classes to women.  She has led multiple leadership workshops for women in the Middle East, most recently in the Kingdom of Saudi Arabia.  She is an active member of the International Leadership Association and the Women and Leadership Member Community, of which she was chair in 2015, and remains an emerita member of the executive team.  Author of numerous articles, chapters, and case studies, her recent co-edited book with Sherylle Tan, Womens Leadership Journeys: Stories, Research, and Novel Perspectives, was published in 2019.

Avid about exercise and a healthy lifestyle, she resides in Morgantown, West Virginia with her husband and their two orange tabby cats.



Sherylle J. Tan, Ph.D. is a developmental psychologist and Director of Internships and KLI Research at the Kravis Leadership Institute at Claremont McKenna College.  Dr. Tans research and publications focus on women and leadership, leadership education and development, and work-family issues.  In addition to authoring numerous articles and chapters, Dr. Tan has been co-editor of SAGE Business Cases:Women and Leadership Series and co-edited Womens Leadership Journeys: Stories, Research, and Novel Perspectives (2019), with Lisa DeFrank-Cole.  Other co-edited books include Leader Interpersonal and Influence Skills: The Soft Skills of Leadership (with Ron Riggio, 2014) and The Changing Realities of Work and Family: A Multidisciplinary Approach (with Amy Marcus-Newhall and Diane Halpern, 2008). 

Dr. Tan was elected 2016 chair of the Women and Leadership Member Community in the International Leadership Association, where she first met Lisa DeFrank-Cole, and continues to serve as an emerita member of the Executive Leadership Team.  Dr. Tan also has over 15 years of experience as an evaluator and evaluation consultant for non-profit agencies providing services for children and families in Southern California.  She completed her BA in psychology at the University of California, Irvine.  She earned an MA and Ph.D. in psychology, with an emphasis in applied developmental psychology, at Claremont Graduate University.  She has a certificate in Leadership Coaching through LeAD Labs at Claremont Graduate University and is certified with the Connective Leadership Institute. 

In addition to her professional work, Dr. Tan is a Registered Yoga Teacher (200-RYT) through the Yoga Alliance and teaches vinyasa and restorative yoga at Pitzer College and The Yoga Unit in Claremont, CA.  She lives in Southern California with her husband, daughter, and Australian Shepard.