Spelling suggestions: "subject:"women executive""
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An analysis of barriers of women administrators in the Wisconsin Technical College SystemKimberling, Carla D. January 2002 (has links) (PDF)
Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2002. / Includes bibliographical references.
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Women in extension administration sex role orientation, future roles and environmental constraints /Moser, Marma Jean. January 1979 (has links)
Thesis (M.S.)--University of Wisconsin--Madison. / Typescript. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 166-171).
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Personal and organizational correlates of role stress and job satisfaction in female managersBertrand, Ursula Skarvan. January 1981 (has links)
Thesis (Ph. D.)--University of Wisconsin--Madison, 1981. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 98-106).
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An analysis of the influence of female leadership styles on organisational performance : the case of Larfage cement / M.N.S LuseLuse, M N S January 2010 (has links)
Recent years have seen an increase in females that are occupying management and
leadership roles in organisations. Most of the studies have focussed on the difficulties
that are experienced by women in working environment. This study, on the contrary,
sets out to explore the attributes of successful female leaders. Specifically, the purpose
of this study was to investigate the attributes that make women successful leaders. The
research focussed on leadership and management profiles. In particular, the leadership
and management traits were established and benchmarked against the attributes of
successful famous women leaders. The study was carried out within a framework of a
survey questionnaire employing quantitative data collection method. The study
consisted of 98 participants from both private and government sector. The quantitative
data was analysed using the relevant statistical tools. The major findings under
management profiles, apart from lacking the ability to structure work, centre on the fact
that female managers are good motivators. The results further indicated that women
managers prefer to provide coaching and support, sharing what needs to be done than
telling them what to do. The major finding under leadership profiles was that female
managers preferred to lead by example; meaning that they focus on setting an example
for the followers and are willing on taking risk. Another imperative finding was that
women leaders demonstrated team-building leadership style when it comes to decision making and problem-solving. Recommendations, using these findings, were made for women aspiring to leadership, women already in leadership and management positions and organisations. / Thesis (MBA) North-West University, Mafikeng Campus, 2010
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An investigation into women capabilities in leadership roles in Mmabatho/Mafikeng area / Boineelo Esther MolosiwaMolosiwa, Boineelo Esther January 2012 (has links)
The aim of the study was to investigate women capabilities in leadership roles and the
problems they are facing in managerial positions. The study was guided by two basic
assumptions which are 'men and women are born equal' and that the national
development will be enhanced when equal opportunities are given to both men and
women.
The literature rev1ew reveals that, traditionally work and family were viewed as
complimentary spheres, each belonging to one sex only. Work is for men. family
responsibility and home maintenance is for women. On the whole, society perceives the
role of the homemaker as the domain of a female. Men are breadwinners. Gutek,
Nakurama and Nieva ( 1999: 16) believe that as long as it is presumed that women
exclusively occupy the homemaker-role there is little interest in the interdependence of
these : two roles occupied by the same sex.
Kellerman and Rhole (2007: 16) state that assumptions about gender difference in
leadership styles and effectiveness arc widespread. The conventional wisdom is that
female leaders are more participatory and interpersonally oriented that male leaders and
they are more to adopt emphatic, supportive and collaborative approaches. Recent
developments of theory have argued that women may bring alternative qualities to
management, which are equal value to traditional male norms.
Stephensen (2005:99) alluded that women's domestic policies be shaped and applied not
just by men but also by full and equal participation of women. However, it is stated in
the constitution of South Africa that all people are equal before the law and no one
because of his sex, his decent, his race, his language, his origin or his religious beliefs be
favoured or prejudiced (The Constitution of the Republic of South Africa, Act 108 of
1977).
The literature also revealed that "for women to succeed they need not be like men, their
female qualities can add unique value as far as teamwork, trust and human relations are
concerned. The energy wasted in campaigning and competing, can be applied more
constructively in a collaborative relationship. Women are more likely to use
transformational leadership, a factor which is of crucial importance to organisational
success in this millennium (Ready, D. & Ball, S. 2000:145). Because the women brain is
different forms part of any orgqnisation's top executive team to ensure that the diverse
South African workforce is managed effectively Sayed and Carrim, 2007:91-100). There
is no doubt that if South African organisations wish to be competitive in the international
community, the collective solidarity in African life should find its expression in
organisations and management.
The quantitative researcher chose 100 respondents 20 sectors from both Governmental
and Non Governmental. Random sampling was used to choose the sample size. The data
was collected through questionnaires and analyzed using Microsoft Excel and descriptive
statistics.
The data revealed that women are experiencing problems of being subordinated with
regard to decision-making at the workplace. Majority of the respondents indicated that
female managers are still not viewed as equal to male managers. From some of the
responses, it was indicated that male still view women as subordinates, since they still
uphold patriarchal ideology. Further, the implication from the analysed data majority
revealed that gender issues are not discussed at the workplace. This shows that some of
the significant issues pertaining to gender issues are being ignored. As a result, gender
equity and equality may not be maintained. The following information indicates that
women experience a number of problems at the workplace: 90% are being harassed, 80%
disrespect/undermined, 80% practice gender bias or subordination, 70% are being
discriminated against and 20% being under paid. The statistics reveal that worldwide the
majority of women heading companies are experiencing gender bias/prejudice problems. / Thesis (MBA) North-West University, Mafikeng Campus, 2012
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An analysis of the influence of female leadership styles on organisational performance : the case of Larfage cement / M.N.S LuseLuse, MNS January 2010 (has links)
Recent years have seen an increase in females that are occupying management and
leadership roles in organisations. Most of the studies have focussed on the difficulties
that are experienced by women in working environment. This study, on the contrary,
sets out to explore the attributes of successful female leaders. Specifically, the purpose
of this study was to investigate the attributes that make women successful leaders. The
research focussed on leadership and management profiles. In particular, the leadership
and management traits were established and benchmarked against the attributes of
successful famous women leaders. The study was carried out within a framework of a
survey questionnaire employing quantitative data collection method. The study
consisted of 98 participants from both private and government sector. The quantitative
data was analysed using the relevant statistical tools. The major findings under
management profiles, apart from lacking the ability to structure work, centre on the fact
that female managers are good motivators. The results further indicated that women
managers prefer to provide coaching and support, sharing what needs to be done than
telling them what to do. The major finding under leadership profiles was that female
managers preferred to lead by example; meaning that they focus on setting an example
for the followers and are willing on taking risk. Another imperative finding was that
women leaders demonstrated team-building leadership style when it comes to decision-making
and problem-solving. Recommendations, using these findings, were made for
women aspiring to leadership, women already in leadership and management positions
and organisations. / Thesis (MBA) North-West University, Mafikeng Campus, 2010
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Die afname in diskriminasie teen vroue in die werkplek17 November 2014 (has links)
M.A. / Please refer to full text to view abstract
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Does an MBA help women? : a comparative study of the career progress and labour market position of part time male and female MBA graduates.Simpson, Ruth. January 1998 (has links)
Thesis (Ph. D.)--Open University. BLDSC no. DX209967.
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Stress and the professional woman /Chorney, Maria Halyna Teodora. January 1993 (has links) (PDF)
Thesis (M. App. Psych.)--University of Adelaide, Dept. of Psychology, 1993? / Includes bibliographical references (leaves 122-135).
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Career patterns and meaning-making among female executives in finance /Blair-Loy, Mary F. January 1997 (has links)
Thesis (Ph. D.)--University of Chicago, Dept. of Sociology, August 1997. / Includes bibliographical references. Also available on the Internet.
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