Women's leadership: An approach to breaking the glass ceiling

Document Type : Review Article

Author

• leila nazari

PhD Student in Organizational Behavior Management, Department of Management, Zahedan Branch, Islamic Azad University, Zahedan, Iran ([e-mail]).

10.30495/jzvj.2021.24468.3185

Abstract

The purpose of this study is to guide women: an approach to breaking the glass roof. Women are one of the valuable assets of any country, especially in developing countries. In fact, the serious participation of women is the key to the growth and development of these countries. The gender gap has gradually narrowed over the past few decades, but there are still significant inequalities, especially in women's leadership. Our understanding of women leaders, especially how they become leaders, is limited by the lack of critical activity on women's leadership, the constant inequality of women in the workplace, and personal motivation to contribute to women's advancement and the lack of empirical research. Since critical research is intended to better understand how leadership is conducted, how to understand leadership learning, and how to develop women leaders, we aim to move the discussion of women's leadership from a stereotypical perspective to a more subtle and precise view of how women lead; Give. The findings show that the cultural conditions prevailing in society continue to show signs at the community level that hinder the real evaluation of women's activities in society. The results of several studies show that despite all the efforts made around the world to achieve equal conditions and eliminate social inequalities between men and women, women's problems continue in issues such as inequality, violence and so on.

Keywords

• Leadership
• Gender
• Women and Glass Ceiling

20.1001.1.20088566.1400.12.47.3.6

---

References

1. Nasiri F, Beheshtirad R. Investigating the role of the glass ceiling on perceived organizational justice reduction (A case study of female staff of Urmia University). Soc Psychol Stud Women [Internet]. [inpersian].

   2. Allahyari Fatemeh, Bayati H, Sajadi S, Gudarzi M, Alisust ghhfarokhi I. The role of glass roof on the status of women’s empowerment in Tehran Municipality Sports Organization. Appl Res Sport Manag [Internet]. 2015;4(1):59–69. [inpersian].
   3. Keivani R, Alavi-Salkuye R. Investigating the relationship between the glass roof phenomenon and organizational justice. J Sci Eng Elit [Internet]. 2019;19(4):1–12.[inpersian].
   4. Bukstein D, Gandelman N. Glass ceilings in research: Evidence from a national program in Uruguay. Res Policy [Internet]. 2019;48(6):1550–63.
   5. Aksoy CG, Carpenter CS, Frank J, Huffman ML. Gay glass ceilings: Sexual orientation and workplace authority in the UK. J Econ Behav Organ [Internet]. 2019;159:167–80.
   6. Cotter DA, Hermsen JM, Ovadia S, Vanneman R. The glass ceiling effect. Soc forces [Internet]. 2001;80(2):655–81.
   7. Wolfert C, Rohde V, Mielke D, Hernández-Durán S. Female neurosurgeons in Europe—on a prevailing glass ceiling. World Neurosurg [Internet].
   8. Marshall J. Gender and management: a critical review of research. Br J Manag [Internet]. 1995;6:S53–62.
   9. Sanchez CM, Lehnert K. The unbearable heaviness of leadership: The effects of competency, negatives, and experience on women’s aspirations to leadership. J Bus Res [Internet]. 2019;95:182–94.
   10. Pascua M, Kushner T, Woodward Z. Promoting leadership by women in gastroenterology—lessons learned and future directions. Gastroenterology [Internet]. 2019;156(6):1548–52.
   11. Swan E, Stead V, Elliott C. Feminist challenges and futures: Women, diversity and management learning. Manag Learn [Internet]. 2009;40(4):431–7.
   12. Ashcroft K, Mumby D. Reworking gender [Internet]. Thousand Oaks, CA: Sage; 2004.
   13. Ford J, Harding N, Learmonth M. Leadership as identity: Constructions and deconstructions [Internet]. Springer; 2008.
   14. Alvesson M. Leadership studies: From procedure and abstraction to reflexivity and situation. Leadersh Q [Internet]. 1996;7(4):455–85.
   15. Kempster S. How managers have learnt to lead: Exploring the development of leadership practice [Internet]. Springer; 2009.
   16. Adler NJ. Global leaders: Women of influence. 1999;
   17. Eagly AH, Johnson BT. Gender and leadership style: A meta-analysis. Psychol Bull [Internet]. 1990;108(2):233.
   18. Vinnicombe S. What exactly are the differences in male and female working styles? Women Manag Rev [Internet]. 1988;
   19. Helgesen S. The feminine advantage: Women’s ways of leadership [Internet]. New York: Doubleday; 1990.
   20. Fletcher JK. The paradox of postheroic leadership: An essay on gender, power, and transformational change. Leadersh Q [Internet]. 2004;15(5):647–61.
   21. Lämsä A-M, Sintonen T. A discursive approach to understanding women leaders in working life. J Bus Ethics [Internet]. 2001;34(3):255–67.
   22. Acker J. Feminist goals and organizing processes. Fem Organ Harvest new women’s Mov [Internet]. 1995;137–44.
   23. Sinclair A, Wilson V. New faces of leadership [Internet]. Melbourne University Press; 2002.

   24.   Hamilton EE. Entrepreneurial learning in family business. 2006;