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Women and leadership: Overcoming old...
~
Wirth, Annalisa Marie.
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Women and leadership: Overcoming old obstacles, exploring new opportunities.
紀錄類型:
書目-電子資源 : Monograph/item
正題名/作者:
Women and leadership: Overcoming old obstacles, exploring new opportunities./
作者:
Wirth, Annalisa Marie.
面頁冊數:
255 p.
附註:
Source: Dissertation Abstracts International, Volume: 66-06, Section: A, page: 2025.
Contained By:
Dissertation Abstracts International66-06A.
標題:
Speech Communication. -
電子資源:
http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3180036
ISBN:
0542203154
Women and leadership: Overcoming old obstacles, exploring new opportunities.
Wirth, Annalisa Marie.
Women and leadership: Overcoming old obstacles, exploring new opportunities.
- 255 p.
Source: Dissertation Abstracts International, Volume: 66-06, Section: A, page: 2025.
Thesis (Ph.D.)--University of Minnesota, 2005.
Historically, if women chose to work outside the realm of wife and mother, they had few occupational options. Although women's options have expanded over the last century, very few women hold high level positions of leadership and the workplace remains extremely sex segregated and laden with gender discrimination and sexism. Traditional gender stereotypes, social role expectations, and double binds play a pivotal factor in such problems confronting women in the workplace.
ISBN: 0542203154Subjects--Topical Terms:
1017408
Speech Communication.
Women and leadership: Overcoming old obstacles, exploring new opportunities.
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Source: Dissertation Abstracts International, Volume: 66-06, Section: A, page: 2025.
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Thesis (Ph.D.)--University of Minnesota, 2005.
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Historically, if women chose to work outside the realm of wife and mother, they had few occupational options. Although women's options have expanded over the last century, very few women hold high level positions of leadership and the workplace remains extremely sex segregated and laden with gender discrimination and sexism. Traditional gender stereotypes, social role expectations, and double binds play a pivotal factor in such problems confronting women in the workplace.
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Each of these gender-related issues and their detrimental effects on professional women, and women leaders in particular, are discussed in turn. This study involves three research questions: "how do contemporary women leaders in 2004--2005 think about and make sense of gender discrimination and sexism?" "how do women who reach leadership roles in their organizations deal with, address, and confront the stereotypes, double binds, sexism, discrimination, and other gender-related issues that confront them?" and "where are women leaders today in terms of overcoming old obstacles and exploring new opportunities related to gender in the workplace?"
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The participants in this study were a diverse representation of high level women leaders from for-profit businesses, non-profit organizations, academic and government institutions. Through in-depth qualitative interviews, twenty-six female leaders shared their thoughts, experiences, and perspectives on women in leadership and gender-related issues. All interviews were confidential, with participants remaining anonymous, and audio-taped. Each audio-recording was subsequently transcribed and used as primary data. Through a constant comparative analysis of narrative data, an analysis of fourteen different framing strategies that emerged was conducted. The framing strategies that most effectively address and confront gender discrimination are those that qualify as both "progressive" and "empowering." The least effective framing strategies are "regressive" as well as "disempowering."
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The research and numerous narratives shared involving gender discrimination, sexism, stereotypes, double binds and other gender-related issues, concluded that although progress has been made in the advancement of professional women, females still do not receive fair and equal treatment in the workplace. The persistent and deleterious effects of sexism resonated throughout women's stories about their experiences at work. Gender discrimination is indeed alive and well in today's organizations.
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http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3180036
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