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Other qualities also may also hinder women's ability to advance their careers. For example, women managers are rated as more nurturing, emotionally expressive and sensitive than male managers. "Women are less dominant, less competitive and more willing to ask for help," says Dr. Hagberg (Patterson, 2005). "That's why they're better team players."
These qualities result in high ratings from subordinates when women are at the middle management level, but by being too protective of their work groups, their bosses may see them as "rescuers and mothers," rather than as potential senior-level executives.
Fortunately, ambitious women executives do not have to reinvent themselves to advance. They just have to fine-tune existing skills, according to experts. "The team- and consensus-building skills women have are the skills required for managing," says Richard Hagberg, a consulting psychologist (Patterson, 2005). "In a flattened organization, when you must get things done through people over whom you have no formal authority, you need a different kind of management skill, and women have it."
In an attempt to figure out what conditions are required for women to command top executive positions, an ethnographic study was conducted at a hospital (Adaire, 1994). The study consisted of four women who held executive positions: one associate administrator, one interim associate administrator, one director and the CEO. An in-depth data gathering technique using observation, interviews and documentation was employed to investigate numerous factors, including...
This means "fitting in, being a team player and having the most powerful people on your side," according to Williams (Patterson, 2005). "Simultaneously, you have to maintain enough individualism to stand out and plenty of competitiveness to push ahead."
Bibliography
Adaire, Carol. (1994). Cracking the Glass Ceiling. Dissertation, Inc.
Patterson, Valerie. (2005). Breaking the Glass…
Bibliography
Adaire, Carol. (1994). Cracking the Glass Ceiling. Dissertation, Inc.
Patterson, Valerie. (2005). Breaking the Glass Ceiling: What's Holding Women Back? Career Journal.
She looked at the job and her growth has been due to her successes in dealing with the job. These skills according to her are more important than her gender. A similar type of a message comes from Susan Arnold, President global personal beauty care at proctor & Gamble. According to her, she has shattered some glass ceilings on the way, but has been treated fairly throughout her career.
Interestingly, recent research indicates that some women may be creating their own class ceilings. For example, "female managers are more than three times as likely as their male counterparts to underrate their bosses' opinions of their job performance," ("Study: Women create 'their own glass ceiling'" 2009). Treanor (2007) found that "Women are jumping off the career ladder long before they hit the glass ceiling, raising serious questions about attempts to
The researchers found the case of job stability and lateral mobility in case of the Asian-Americans are quite pertinent in the sphere of glass ceiling. Irrespective of the fact that loss of brain is rarely attributed to glass ceiling issues the prevailing cases sometime cannot be overlooked. A survey conducted during 1987 revealed that about 308 Asian-American employees in varied sectors in San Francisco attributed the monetary incentive and
Discrimination and Affirmative Action (Glass Ceiling) The paper will look at how women have for years been faced with artificial barriers as they try to advance into senior management positions. It will critically assess how efforts to include them equally into company leadership has hampered their economic gains and how there is still a long way to go before realization of their efforts. The argument that will prevail in this case
Glass Ceiling -- Does it Still Exist? In 1964 the federal government of the United States passed a Civil Rights Act that forbade discrimination -- that is using double standards -- in the workplace. The idea was for all job applicants and all candidates for promotion within companies to be treated equally. The concept was excellent -- the implementation has left much to be desired. The question of whether or
Miller & Lemons (1998) had identified other problems, one of which was, in fact, exclusion from the old boy networks. They noted the fact that women also often are in a pioneering role as problematical." And they had a very sympathetic viewpoint of the 'differences' in family responsibilities obliquely identified by the GAO report: "Also, after spending a long day at work, most of these women still have to go