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A Qualitative Study on Multicultural Women Leaders: Perceptions of Leadership Effectiveness Performance and Promotion.

Record Type:	Electronic resources : Monograph/item
Title/Author:	A Qualitative Study on Multicultural Women Leaders: Perceptions of Leadership Effectiveness Performance and Promotion./
Author:	Broadie, Karen S. Smith.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2022,
Description:	145 p.
Notes:	Source: Dissertations Abstracts International, Volume: 83-11, Section: A.
Contained By:	Dissertations Abstracts International83-11A.
Subject:	Cultural resources management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28967265
ISBN:	9798426835054

A Qualitative Study on Multicultural Women Leaders: Perceptions of Leadership Effectiveness Performance and Promotion.
Broadie, Karen S. Smith.

A Qualitative Study on Multicultural Women Leaders: Perceptions of Leadership Effectiveness Performance and Promotion. - Ann Arbor : ProQuest Dissertations & Theses, 2022 - 145 p.

Source: Dissertations Abstracts International, Volume: 83-11, Section: A.

Thesis (Ed.D.)--St. Thomas University, 2022.

This item must not be sold to any third party vendors.

The problem addressed in this study was a gap in the literature regarding the perceptions of multicultural women on their leadership effectiveness, performance, and promotion in the workplace. The purpose of the dissertation was to understand the personal experiences of MCW leaders in corporate settings, particularly regarding the role their culture and gender was perceived to play in their leadership effectiveness, performance, and promotion in the organization. Research questions asked: How do multicultural women (MCW) in leadership positions describe the influence of their culture and gender on their leadership effectiveness and performance? How do MCW leaders perceive the relationship between their performance ratings in their workplace, as rated by their managers, and their performance as perceived by themselves? and How do MCW leaders believe that their leadership effectiveness and performance affect their promotion within their organizations? A generic qualitative research design guided the study. Data were collected from 12 MCW leaders in corporate settings in the United States, via individual semi-structured phone interviews. Data were analyzed using thematic analysis. Ten themes emerged from the analysis, to include: Diverse Cultural Characteristics Contribute to Leadership Effectiveness; Cultural Backgrounds Influence the Level and Expectations for Performance; Traditional Female Gender Traits Positively Impact Leadership Effectiveness; Perceptions of Female Gender Roles Makes Performance More Challenging; Managers' Performance Ratings and Multicultural Women (MCW) Leaders' Perception Are Well Aligned; Manager Responses to Performance Rating Questions are ambiguous; Self-Doubt Is Prevalent in MCW's Performance Self-Assessments; Leadership Effectiveness and Performance Equally Affect Promotion; Cultural Diversity is Directly Tied to Promotions Through Leadership Effectiveness and Performance; Gender Minimized in MCW Promotion. Several conclusions can be drawn from this study to include MCW leaders believe that their culture more so than their gender had more of an influence on their leadership effectiveness, performance and therefore their promotability.

ISBN: 9798426835054Subjects--Topical Terms:

2122774
Cultural resources management.
Subjects--Index Terms:

Black women in leadership

A Qualitative Study on Multicultural Women Leaders: Perceptions of Leadership Effectiveness Performance and Promotion.
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520 $a The problem addressed in this study was a gap in the literature regarding the perceptions of multicultural women on their leadership effectiveness, performance, and promotion in the workplace. The purpose of the dissertation was to understand the personal experiences of MCW leaders in corporate settings, particularly regarding the role their culture and gender was perceived to play in their leadership effectiveness, performance, and promotion in the organization. Research questions asked: How do multicultural women (MCW) in leadership positions describe the influence of their culture and gender on their leadership effectiveness and performance? How do MCW leaders perceive the relationship between their performance ratings in their workplace, as rated by their managers, and their performance as perceived by themselves? and How do MCW leaders believe that their leadership effectiveness and performance affect their promotion within their organizations? A generic qualitative research design guided the study. Data were collected from 12 MCW leaders in corporate settings in the United States, via individual semi-structured phone interviews. Data were analyzed using thematic analysis. Ten themes emerged from the analysis, to include: Diverse Cultural Characteristics Contribute to Leadership Effectiveness; Cultural Backgrounds Influence the Level and Expectations for Performance; Traditional Female Gender Traits Positively Impact Leadership Effectiveness; Perceptions of Female Gender Roles Makes Performance More Challenging; Managers' Performance Ratings and Multicultural Women (MCW) Leaders' Perception Are Well Aligned; Manager Responses to Performance Rating Questions are ambiguous; Self-Doubt Is Prevalent in MCW's Performance Self-Assessments; Leadership Effectiveness and Performance Equally Affect Promotion; Cultural Diversity is Directly Tied to Promotions Through Leadership Effectiveness and Performance; Gender Minimized in MCW Promotion. Several conclusions can be drawn from this study to include MCW leaders believe that their culture more so than their gender had more of an influence on their leadership effectiveness, performance and therefore their promotability.
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