Wisdom from Executive Female Leaders: What Can Organizations, Executive Education Programs, and Graduate Students Learn?

This qualitative study focused on the perceptions and experiences of senior executive female leaders and sought answers to the following questions: “What can others learn from executive female leaders, What can organizations do to retain and advance female leaders, and How can executive education programs and institutions of higher learning better develop female graduate students for leadership positions?” Twelve senior leaders were interviewed who shared the opportunities and challenges they faced as they made their climbs to executive leadership positions

Cross-Generational Perspectives on Work-Life Balance and its Impact on Women's Opportunities for Leadership in the Workplace

This qualitative study focuses on how women of three different generations, Generation Y, Generation X and Baby Boomers, view the concept of work-life balance and what relationship these views have to their attainment of workplace leadership positions. Work-life balance was defined differently across the three generations, but the generational lines faded as most women reported struggling with finding a balance. Some women conveyed choosing not to pursue high-level leadership positions as the personal cost was too high. Those who had obtained high-level leadership positions shared what types of support were most effective in helping them juggle personal and professional obligations. A general theory became apparent; the answer for women may not be balancing, but rather integrating work-life commitments

Organizational Leadership and Work-life Integration: Insights from Three Generations of Men

The literature has traditionally portrayed work-life balance as a women’s issue. However, working men, specifically those classified as Generation X and Generation Y, are starting to speak up and share that they too are struggling with integrating all aspects of their lives. Workers, as well as organizations can benefit when employees have a healthy work-life balance; however, the specific role of organizational leadership must be examined to determine the influence leaders play in assisting employees achieve work-life balance. In addition, further insight is needed to understand how employees in the three generations (Millennials/Gen Y, Gen X, and Baby Boomers), which predominantly comprise the current workplace, view organizational leadership in relationship to work-life balance. Since the voices of women have been studied extensively (Eagly & Carli, 2007; Favero & Heath, 2012; Guillaume & Pochic, 2009; Jyothi & Jyothi, 2012; Roebuck, Smith & Elhaddaoui, 2013; Schueller-Weidekamm & Kautzky-Willer, 2012), this exploratory study examines the perspectives of working men by asking how different generations of men view organizational leadership in light of work-life balance. The researchers used a convenience sample to invite men to participate in an online survey about organizational leadership, work-life balance and generational factors. One hundred one participants provided data, which the authors analyzed using qualitative data analysis techniques. Three major themes emerged. First, Generation Xers and Millennials, in particular, feel more pressure than Baby Boomers to be at home, in the community; and if they are fathers, to be present in their children’s lives. Second, technology both helps and hinders men in integrating their personal and professional lives. Third, organizations are generally more supportive of men’s multiple life roles than they were previously. However, most of the study participants still perceived that putting work first was tantamount to receiving a leadership position. A general conclusion from this exploratory study is work-life balance greatly influences men’s decisions to pursue organizational leadership opportunities. Consequently, the results suggest that organizations, in their effort to acquire and retain talented leaders, should explore and embrace new strategies that support employees in their endeavor to achieve work-life balance

Differences in the Observed Frequency Distributions of Male and Female Feedback Behaviors

The present study examined whether or not gender and training significantly influence feedback-receiving and feedback-giving behaviors between men and women at work. Gender was not found to be an important factor influencing whether an employee receives or gives feedback; people give and receive feedback in similar patterns when controlling for gender. For a person receiving feedback, training did not impact feedback-receiving or feedback-giving behaviors. However, if an employee experienced feedback training, the training was an important determinant of the amount of feedback he or she would give. Training influenced an individual\u27s proclivity to give feedback to others, even when gender was held constant

The effects of home country, gender, and position on listening behaviors

Regardless of national culture, often listening is mentioned as an important component for effective business operations. In addition, understanding how individuals of different national cultures perceive and process listening is fundamental to our global world of work. The present study used Glenn and Pood (1989) Listening Self-Inventory to examine the distracted and attentive listening behaviors of male and female managers and non-managers who worked full time in the countries of India, Malaysia, and the United States of America (USA). Findings in this study suggest USA females and males, in general, are less likely to be attentive listeners than the Indian and Malaysian respondents are. USA and Malaysian managers are less prone to be attentive listeners than non-managers while Indian managers are more likely to be attentive listeners. Regarding distracted listening behaviors, males are more prone to engage in distracted listening than females while managers are less likely to engage in distracted listening than non-managers. USA managers are more distracted in their listening than non-managers while Indian and Malaysian managers are less distracted listeners than the non-managers are. This study indicates differing national cultures, organizational position and gender can affect listening in the workplace

Challenges of diagnosing cognitive dysfunction with neuropsychiatric systemic lupus erythematosus in childhood

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