Thesis (Ph. D.)--University of Texas at Austin, 1999. / Includes bibliographical references (leaves 135-147). Available also in a digital version from Dissertation Abstracts.

Thesis (Ph. D.)--University of Texas at Austin, 1999. / Vita. Includes bibliographical references (leaves 135-147). Available also in a digital version from Dissertation Abstracts.

The purpose of this study was to determine the effects of the supervisor's sex and leadership style on male subjects' cooperative behavioral responses and leader behavior descriptions. The study was designed to determine if male and female supervisors, demonstrating either high structure/high consideration or high structure/low consideration leadership styles, were evaluated equivalently by male subordinates. Power was investigated as an intervening variable.The subjects were 64 staff, technical, and master sergeants attending the United States Air Forces in Europe Noncommissioned Officers Academy. The volunteers were randomly assigned to experimental conditions and testing times, respectively.Four trained male and female experimenters portrayed the role of supervisor in the completion of two experimental tasks. Each supervisor portrayed both leadership styles. The first task required subjects to identify eight color-coded resistors and position them on a small electrical circuit board. The second task was introduced as a decision-making problem within time constraints. This task was actually the Prisoner's Dilemma game and provided a measure of subjects' cooperative behavioral responses toward the supervisor. Additional outcome measures were provided by use of a modified Leader Behavior Description Questionnaire--Form XII (LBDQ). This instrument produced two subscale scores--one representing subjects' assessments of their supervisor's consideration behavior and another assessing the supervisor's initiation of structure behavior.Multivariate analysis was used to test the main effects and interaction hypotheses, with significance set at the .05 level. The first hypothesis, which stated there would be no significant difference in subjects' responses due to the task supervisor's sex, was accepted. Responses of subjects on the Prisoner's Dilemma game and the LBDQ reflected no difference due to the supervisor's sex.The second hypothesis, which stated there would be no significant difference in subjects' responses due to the task supervisor's leadership style, was rejected. Further univariate analyses found that the LBDQ consideration score contributed to the significant difference. Thus, the two treatment groups experiencing high consideration together with high structure, regardless of supervisor sex, subsequently rated the supervisor significantly higher on the LBDQ consideration subscale than did the two groups experiencing low consideration and high structure.The third hypothesis, which stated there would be no interaction between leadership style and the sex of the supervisor in subjects' responses, was also accepted.Finally, statistical analyses showed there was no difference in subjects' mean scores on the three outcome measures as a result of prior supervision by a woman in their Air Force careers or lack of such exposure to women in leadership roles. Data also showed the LBDQ to be a more valid measure of subjects' responses than the Prisoner's Dilemma game.Results indicated that male and female supervisors were rated equivalently when demonstrating two distinct leadership styles. Subjects experiencing the high structure/high consideration style rated their supervisors similarly, as did subjects in the high structure/low consideration style. In other words, the considerate style was not rated more favorably for females and the structured style more favorably for males as has often occurred in past research. This finding was particularly important given the traditional, military environment in which the study was conducted and the masculine nature of the task. The study lent support to the idea that both women and men can introduce characteristics into their leadership styles which are contrary to expected, stereotyped behavior. Women are able to incorporate structure or task-orientation without negative perceptions by male subordinates, and men are similarly able to introduce consideration or people-orientation without negative evaluations. The results are positive in terms of the advancement of both sexes, particularly women, in the management field.

Thesis (Ph.D.)--Bowling Green State University, 2009. / Document formatted into pages; contains xi, 145 p. Includes bibliographical references.

The purpose of the study was to examine the career paths of women managers in the service area of higher education and women managers in the hospital industry service area. A secondary purpose was to identify factors that influence the advancement of women managers in those areas.This research outlined the career paths of women managers in the service industry in educational and in non-educational organizations. It identified encouragements and impediments to the promotion of qualified women in the areas of management within the service industry.Findings from the study show that there is no significant difference between the career paths of women managers in higher education and women managers in the hospital industry. There are no differences between the education, training, length of tenure, motivation for employment, mentoring, emotional support or career impediments of women managers in service area of both higher education and the hospital industry.The following conclusions were drawn from the study:1. Women in the service field of higher education and the hospital industry face very similar histories.2. Entry into the profession can be found through a variety of sources and it is through the investigation of these sources that a woman will find entry into this field.3. Very few women reported career impediments and many reported having the emotional support of family and friends.4. The true reason why the experienced, educated, trained woman manager has not progressed up the career and salary ladder until the past several years has not been found. Both groups are being motivated by opportunity for advancement and salary.5. Most women managers in the service have been the determinants of their own career advancement. The women desiring to become managers in the service field must realize that the future of her career and its advancement lies with her own decisions and her own initiative. The woman manager must be responsible for her own future. / Department of Educational Leadership

Thesis (MSocSc)--University of South Australia, 1997

Thesis (M.P.A.)--Kutztown University of Pennsylvania, 1993. / Source: Masters Abstracts International, Volume: 45-06, page: 2960. Abstract precedes thesis as [1] preliminary leaf. Typescript. Includes bibliographical references (leaves 121-125).