Opting out or pushed off the edge? The glass cliff and the precariousness of women's leadership positions

The glass cliff refers to the phenomenon whereby women are overrepresented in leadership roles associated with high risk and an increased chance of failure. Research into the glass cliff has focused on documenting the existence of the phenomenon and understanding the psychological processes that contribute to the appointment of women to precarious positions. This paper summarises this research and extends it by examining the implications that glass cliff positions have, both for the women who occupy them and for the organisations in which they exist. The gender-stress-disidentification model suggests that glass cliff positions are inherently stressful, and lead women to experience a reduced sense of organisational identification. This, in turn, has important implications for organisations in terms of reduced commitment and increased turnover. Taken together, the research presented here offers an alternative analysis of women's increasing disaffection with the workplace, which takes into account gender differences in workplace experience

Gender Diversity in the Boardroom and Corporate Philanthropy: Evidence from Nigeria

This study basically investigates the association between boards’ gender mix and corporate philanthropy among listed firms in Nigeria. To achieve the objective of this study, a total of twenty five listed firms were selected through a stratified random sampling technique. A multiple regression analysis was used to test the research propositions in this study. The study observed that there is a significant association between the gender diversity in the board room and the level of corporate philanthropy among listed firms in Nigeria. The paper therefore calls for a consideration of boards’ gender diversity by management and government in order to explore the possible advantages associated with corporate giving. Keywords: Social responsibility, labor discrimination, corporate governance, heterogeneit

Responding to group-based discrimination: The impact of social structure on willingness to engage in mentoring

In two studies we examined women's willingness to engage in mentoring as a function of the perceived pervasiveness of gender discrimination and the appraised legitimacy of discrimination. In line with predictions, and confirming predictions from social identity theory, we found that perceiving discrimination against women to be illegitimate enhanced willingness to engage in mentoring when discrimination was seen to be pervasive compared to rare. In contrast, when gender discrimination was appraised as more legitimate, pervasiveness of discrimination attributions did not influence willingness to engage in mentoring. Study 2 provided evidence that the interactive effect of pervasiveness and legitimacy is explained by the extent to which mentoring is conceived of as support for collective goals. The results bring to the fore the impact of perceptions of the social context on women's responses to career-development initiatives