Abstract: Examines the communicatively constructed nature of Leader-Member Exchange (LMX) and gender. Analyzes actual routine work conversations to produce 12 discourse patterns that discriminated between high, medium, and low LMX relationships. Focuses on the functioning of the patterns and the influence of gender in the construction of high, medium, and low LMXs. (SR) Abstract
Mentoring provides career guidance and psychological support to employees. However, women may have difficulty establishing a mentoring relationship. This paper describes the individual and organizational factors that may inhibit the development of mentorships for women. An agenda for research on the development and dynamics of mentoring relationships is proposed. Abstract
The literature on transformational and transactional leadership suggests integrating the leader-member exchange (LMX) approach with research on mentoring. Using LISREL VII confirmatory factor analysis and 183 managerial dyads, we show LMX and mentoring to be empirically distinct from the supervisors' perspective but not from the subordinates'. LMX and mentoring each also accounted for meaningful incremental variance over the other with respect to rated performance, salary progress, and promotion rate. Implications are briefly discussed. You will find out where you are strong and where you need to improve. You will explore the choices and tradeoffs that you face as you juggle your personal and professional lives. You will learn how to more effectively use the power and influence that you have in your organization. Most importantly, you will leave with a strategy for the future - and a network of women just like you, women you can turn to for advice and help in the future. â&#x20AC;˘ Learn how to lead with authenticity, clarifying your personal values and how they fit within the organizational culture. â&#x20AC;˘ Learn how to overcome the biases and discomforts associated with exercising political know-how, as well as strategies for using your power and influence more effectively within your organization<./li> However, it was not until after World War I that the first few women became members of governments. Nevertheless, development was slow and it was not until the end of the 20th century that female ministers stopped being unusual. Today, the only two countries, which never had a female member of government in at least a sub-ministerial position, are Monaco and Saudi Arabia. 17 have got female leaders at the moment. Antilles. For more details see: Situation in 2007 Content of www.guide2womenleaders.com The site contains lists of female Heads of State listed by country, a chronological list of Women in Power from B.C. 3000, female Prime Ministers, Ministers of Finance and Ministers of Defence and Ministers by country, female Chairpersons of Parliament, female Governors, Premiers and local Leaders by country, female Party Leaders for each country, a chronological list of female Presidential Candidates, Ambassadors to the United Nations and first
female ambassadors for each country, lists of women's ordination to priesthood and female bishops and finally a list of female Danish leaders. Your job and your organization are increasingly complex. Fundamental change is the norm, not the exception. Influencing without direct authority is critical. And there aren't enough hours in the day. So you need to be an extraordinary leader.
Women don't have a problem developing an effective leadership style. What they do struggle with more than men, however, is claiming the authority to lead, according to Hannah Riley Bowles and Kathleen L. McGinn. The gender gap in leadership is the focus of "Claiming Authority: Negotiating Challenges for Women Leaders," a chapter in the forthcoming book Psychology of Leadership: Some New Approaches, edited by David Messick and Roderick Kramer (Lawrence Erlbaum Press). Lagace: What is an example of an experiment you've conducted that looks at differences in how women and men negotiate? If you go back into economic sociology studies and studies of wage gaps, you find that you can pull out those situations that are fairly unambiguous and say that there aren't gaps. But if you go into those situations and industries in which there is quite a bit of ambiguity, you start to see wage gaps. We're not saying gender discrimination doesn't exist. But we are saying, you know, there's a behavioral explanation to this as well. I think another important factor is actually lost in most of the other research on this. There is not just an effect of ambiguity. There is an effect of ambiguity where there's a "gender trigger" in the environment. We could argue for a long time where these triggers come from, but they tell women "You're worth less," or "This isn't a situation where you should push." Or, "Why don't you let the guy do this one?" In many situations, and importantly, in the situations of leadership that Hannah and I describe in the book chapter, those are very frequently gendered situations. They are situations in which the stereotypical leaderEand all the historical leaders and the definitions of what you should be doingEtend to be masculine or male. And with those triggers present, if there's ambiguity about who should be claiming resources, well, the environment tells you who should be claiming more resources. It's him. It is possible that at some point in time these triggers will be gone. ... One of the premises in the chapter and involved in other research we do is that it is often expectations, attitudes, and values that follow behavior, rather than the opposite. So to the extent that we can inform women about situations in which they should be hypersensitive to opportunities for claiming resources and claiming authority, then they might be more likely to do so and thereby start to change the beliefs and the values that go around [resources and authority]Ewith the hope that the effects on both ends go away: Women won't see themselves as less entitled, and therefore aren't treated as less entitled.
Be more prepared to the extent that you can reduce gender triggers. There are situations in which you can reposition the bargaining in a way that is not gendered. For example, if I see an opportunity for leadership, and believe that in that position of leadership I can attain additional value for those who would be working with me, then I can face the negotiation not as grabbing everything for myself but rather as an opportunity to increase the value for a whole bunch of people. That tends to demasculinize the situation. To the extent that you can reduce gender triggers in the environment, organizations should do that for everyone. â&#x20AC;&#x201D; Kathleen McGinn
So in wanting everyone to look positively on our behaviorEwhich is a stereotypeEone of the things we can do is ask, "How am I really going to be perceived if I don't negotiate?" If you don't negotiate for your salary, they walk away happy that they paid you less but wonder why they hired you. A root cause, in addition to entitlement, relates to social role or behavioral expectations within society. We do have a greater expectation of niceness from women than from men. There's a body of research showing that when women step into the realm of stereotypically masculine behavior and need to use an authoritative or directive leadership style, or need to aggressively claim, saying, "You should give me more money and resources," that this doesn't feel right coming from a woman. There's some research that shows there's a backlash to women stepping into these masculine roles. On the other hand, to the extent that you can reduce gender triggers in the environment, organizations should do that for everyone. I often say that I think men are actually the ones who have it harder in terms of expectations and a constant struggle to get to the top. I think organizations should have ways in which the awareness is heightened to when those gender triggers are there. There should be greater transparency with regard to the types of training, resources, and opportunities that people can seek out if they're interested. It is something that will help all employees; that's not a biased favor for women. If you don't negotiate for your salary, they walk away happy that they paid you less but wonder why they hired you. â&#x20AC;&#x201D; Kathleen McGinn
We would really like to see if there are different definitions of leadership. A lot of work on leadership says that you're a leader because you're good at leading. We contend that you're a leader because you're good at claiming authority. We want to look in organizations and learn how people negotiate for resources and opportunities for leadership.
As we emphasize in the chapter, research is really clear at this point that leadership ability does not explain the gap in leadership positions between men and women. If anything, women are almost coming out ahead in studies of leadership ability. There are barriers along the way. But we think this is a good news story in the sense that there are many things people can do. You don't have to wait for society to change. You're part of changing society. We don't presume that the answer is necessarily that women need to imitate the men. This may be about developing women's voice in a new way. Steven Lukes has a very radical view of power. At a surface level, power is the ability to get done what you want to get done. Women do not have an issue with that. At a deeper level, power is the ability to get on the agenda what you want on the agenda. That has more to do with access to networks and resources. And at a completely fundamental level, power is the ability to change what it is people should even be thinking about or asking for. That is a level at which, if women actually attain power, then these struggles of getting an extra $10,000 in salary are going to be obsolete. Martha Lagace is senior editor of HBS Working Knowledge. Hannah Riley Bowles is an assistant professor of public policy of the John F. Kennedy School of Government, Harvard University. Kathleen L. McGinn is a professor in the Negotiations, Organizations and Markets (NOM) group and a Director of Research at Harvard Business School.
Women Find New Path to Work Q&A with: Published: Author:
Myra M. Hart May 15, 2006 Mallory Stark
Myra Hart: New Path is a six-day immersion in everything you need to know to re-enter the professional work force.
what is really satisfying to you. What's the best utilization of your skills that will really make you happy and actualized? We had sessions on negotiations and those negotiations within the workplace. Interestingly enough, they also asked us for a session on a bit of fashion, hair, and makeup, kind of like "I've been out of this game and I don't know the right way to present myself physically for this." Maybe not everybody feels the need for that, but some do, and we might make that the last sessionEkind of a fun session. I also think we really have a responsibility as an organization to make this available.
Women Leading Business: A New Kind of Conversation Published:
October 12, 1999
Executive Summary: For women in business today, there's much more to talk about than gender specific issues like dual career families or the glass ceiling. Women Leading Business, an HBS Executive Forum, brings together executive womenEentrepreneurs and corporate leaders alikeEfor a different kind of conversation about strategy, decisionmaking and paths to success. In this interview, Professor Myra Hart talks about the program, and how it enhances both the personal and professional lives of senior-level businesswomen. I thought it would be worthwhile to bring a group of them together to pursue these conversations further. In addition, I knew that there were (and are) a lot of programs for women around the country that deal with gender issuesEdual career families, the glass ceiling, and so onEand while those issues are certainly worth discussing. They're executive vice presidentsEalmost always within two strikes of the top. Her partner wanted to continue in a leadership role in the company. She was trying to figure out how to structure a deal that would allow her to withdraw, allow him to remain in place.Sometimes executives just need to air their concerns about internal issues, such as a potential new hire or a firing situation. Issues may also be more personal, such as how to bridge the enormous gap between the leadership of a company and retirement.
Public release date: 4-Aug-2003 Contact: Pat Vaughan Tremmel p-tremmel@northwestern.edu 847-491-4892 Northwestern University
Women most effective leaders for today's world EVANSTON, Ill. -- Much has been written about the glass ceiling, the double standard and other barriers to women in management. A related question that has consumed both academic and popular writers is whether men and women have the same leadership abilities. The answer suggested by a comprehensive meta-analysis published in the current Psychological Bulletin (Vol. 129, No. 3) might surprise you. On average, women in management positions are somewhat better leaders than men in equivalent positions, according to the study. This project, "Transformational, Transactional and Laissez Faire Leadership Styles: a Meta-Analysis Comparing Women and Men," statistically combines the results of 45 published and unpublished studies on leaders in business, academics and other areas to examine whether the typical leadership styles of men and women differ. "The meta-analysis revealed relatively small sex differences, which is to be expected since the men and women compared are in equivalent roles with relatively similar responsibilities," said Alice Eagly, lead author of the study and professor of psychology at Northwestern University. "Thus, the differences in male and female managerial behavior are in the discretionary aspects of behavior, because all managers have to carry out basic tasks required by their roles," she said. "Still, the implications of our findings are encouraging for female leadership when you consider that all aspects of leadership style on which women exceed men relate positively to effectiveness." In addition to Eagly, the co-investigators of the study include Northwestern's Mary C. Johannesen-Schmidt and Marloes L. van Engen, Tilburg University, the Netherlands. The meta-analysis showed that women are more likely than men to use leadership styles that other studies have shown produce better worker performance and effectiveness in today's world. Specifically, women were more likely to be transformational leaders, defined as those who serve as role models, mentor and empower workers and encourage innovation even when the organization they lead is generally successful. Eagly's meta-analysis grows out of a substantial body of research that attempts to identify leadership styles that are especially attuned to contemporary conditions. Gaining momentum in the 1990s, that research showed that transformational leadership strengthens organizations by inspiring followers' commitment and creativity. Leadership researchers found that, in contrast, "transactional" leaders appeal to subordinates' self-interest by forming exchange relationships, based on using reward and punishment as incentives. The researchers also distinguished a laissez faire style that is marked by an overall failure to take responsibility for managing.
In Eagly's study, women also scored higher than men on one measure of transactional leadership -- rewarding employees for good performance. "That is the only aspect of transactional leadership that is associated with positive outcomes," Eagly noted. Men scored higher than women on the other transactional aspects, such as using punishment, and on laissez faire leadership -- behaviors that do not appear to produce more effective organizations. "Giving women equal access to leadership roles obviously would increase the size of an organization's pool of potential managers," Eagly said. "What people may not realize is that adding women to that pool likely increases the proportion of candidates with superior leadership skills." In synthesizing the 45 leadership studies, the researchers conclude that the causes of the sex differences in leadership may lie in several factors. A transformational leadership style may be especially congenial to women because this way of leading is relatively androgynous and has some nurturing, feminine aspects. A considerable body of research has shown that women can be disliked and distrusted in leadership roles, especially when they exert authority over men, appear to be extremely competent or use a dominant style of communication. Transformational behavior may lessen suspicion of female leaders and alleviate problems of lesser authority and legitimacy that they sometimes face. Another reason women may favor a transformational style is that such a leader operates more like an excellent teacher than a traditional boss. Women's past socialization may give them more ability to lead by teaching -- that is, by developing and nurturing workers' abilities and inspiring them to be outstanding contributors. And the glass ceiling itself may produce more highly skilled female leaders. Research shows that higher standards are often imposed on women to attain leadership roles and to retain them. Because transformational leadership constitutes skillful leadership, women may be more skillful leaders than men because they have to meet a higher standard.
International Centre for Women Business Leaders Director: Professor Susan Vinnicombe OBE We are committed to helping organisations to develop the next generation of leaders from the widest possible pool of talent. We are unique in focusing our research, management development and writing on gender diversity at leadership level. "I welcome this report, the eighth compiled by Professor Susan Vinnicombe and Dr Val Singh, and the crucial role it plays in continuing to highlight the bariers to women's advancement in FTSE 100 companies. These reports continue to provide the necessary evidence base to underpin efforts to increase board diversity. ... If we are to identfy a path for women to the boardroom, reports such as these prove that action must be taken now to fully utilise the skills and talents of the UK workforce." Rt Hon Ruth Kelly MP, Secretary of State for Communities and Local Government, and Cabinet Minister for Women (from Foreword to Female FTSE Report 2006).
It is widely recognized that there is a gender imbalance at senior management/leadership level. The Centre aims first to understand the issues facing senior women managers, and second the impact of organizational and personal factors on women's managerial careers. Research findings then inform the Centre's management development activities.
Our Objectives • Lead the national debate on gender diversity and corporate boards. • Deliver the trailblazing programme "Women as Leaders". • Provide a centre of excellence on women leaders, from which organisations can obtain the latest trends, up-to-date research and benchmark best practice. • Identify and examine emergent issues in gender diversity and leadership, through sponsored research in partnership with industry, government and other organisations - eg our leading edge Female FTSE Index and our study of the link between flexible working and performance with working families. • Share academic research findings globally through conferences, workshops, and academic articles. • Contribute to the wider community • Regular speaker or numerous women's networks • Judge a number of women's awards, including European Women of Achievement, Asian Women of Achievement, Management Today's 35 women under 35 and the top 50 most powerful women. Also National Business Awards. • Practitioner reports and articles in the international press • Quarterly meetings for Centre meetings and friends of the Centre • Network - via quarterly e-newsletter (to all past delegates) Research projects within the Centre fall into a number of themes which have been developed in collaboration with industrial and public sector partners: • Women Directors/Leaders • Role models • Women and organisational politics • Managing diversity • Career management • Flexible working • Gendered cultures • Women and management education • Women's corporate networks
Through research, consultancy and management development activities, the Cranfield Centre for Women Business Leaders is committed to helping organisations and women managers world-wide to take positive steps towards redressing the current gender imbalance at executive levels. paper that argues that because of stereotypes and society's portrayal of women, they are not able to be military leaders. The paper argues that, while there have been some cases in which women proved themselves to be worthy military leaders and good soldiers, an analysis of the qualities of the good military leader and the good combat soldier illustrates that women will not serve well in this capacity. It argues that the nature of the work itself versus the nature of the female, and the stereotypes surrounding women could serve as obstacles towards soldiers following a woman's command. Includes annotated bibliography. "Leadership is defined as the sharing of responsibilities, where the leadership applied must be validated by the agreement of the followers. It is a studying of problems relying on past practices to ensure predictability, being willing to take risks and to consider new approaches. A leader should emphasize the importance of making decisions independently and consider himself as the prime vehicle for decision making. Leaders should have certain characteristics that set them apart from others. Good leaders develop through a never-ending process of self-study, education, training, and experience. However, the military leadership is defined as the process of influencing others to accomplish the mission by providing purpose, direction, and motivation. The efficient military leadership traits are efficiency, stability, vitality, action, power, endurance and maturity. Many have argued that females do not have these characteristics of military leadership as they are inferior to men and therefore cannot lead men. It is very probable that as Kim Field and John Nagl, both members of the U.S. military, argue, the physical inferiority of women compared to males, supported the general view of women as inferior. However, the stereotyped image of the woman as weak and needing the protection of a male figure has been destroyed." Keywords: soldier obstacle society command
Women in the workplace, 2007 http://www.academon.com/lib/essay/leader-women.html An analysis of the factors contributing to the decline in the numbers of women entering the workforce. Abstract This paper discusses the overall decline (since the mid 1990s) of growth in women entering the workplace. The paper discusses some of the reasons that may be contributing to the decline in numbers. It looks into discrimination, the pressures of pursuing a career and also starting a family and cultural and economic factors. The paper concludes that a solution must be found on how to promote greater innovation and to champion entrepreneurship so that the next generation of industry leaders will be headed by just as many women founders, as men.
From the Paper "The concept of women in the workplace has been explored thoroughly in the past half century. From the 1950s to the 1980s, the growth of women entering the workplace was set at a blistering place. It fostered a strong culture and overall transformation of the American society and especially business dynamics. However, the overall pace of growth in women entering the workplace has been in slow decline since the mid 1990s. Although many claim that the recent decline has nothing to do with discrimination, or any other prevailing external force, experts still explain that there are major problems with women staying active in the workplace dynamic. Strong indications are that the reconfiguration of women's lives as a result of both the pressures of pursuing a career and also starting a family has stressed many to limits."
Do Corporations develop leaders? This paper explores whether organizations themselves develop leaders or if they hire leaders with previously acquired leadership skills. Abstract This paper examines corporations that are known for demonstrating strong leadership skills and explores whether these corporations themselves have developed these leaders independently. The paper analyzes and compares different leadership styles in order to show what types of leadership skills and methods are acquired prior to gaining a powerful position within a company. The paper discusses which skills are essential for an organization to develop in order to survive in today's competitive economy. The paper concludes that available research indicates that some corporations do and others do not develop leaders. The paper notes, however, how the available research has limitations. From the Paper "In the past few decades, competition among all types of corporations, regardless of their goods or services sold, has dramatically increased. As a result, leadership theories have emerged as key factors in determining the longterm success or ultimate failure of such organizations. However, a valid question for research in this area is whether corporations truly develop leaders that result in the success of the corporation, or are successful companies hiring strong leaders that have the ability to expand on their previously acquired skill set."
Women in the American Work Force, 2004 An analysis of the effects and issues related to the promotion and use of women and their skills in the American work force.
Abstract This paper examines what barriers still exist, if any, to the advancement of women within the executive tiers of the American work force. The paper explores the effects and issues related to the promotion and use of women and their skills in the American work force. The paper intends to discover whether organizational systems are using their female work forces to their fullest potential. The paper will also examines the common views and perceptions of female leaders vs. male leaders within corporations encompassing several different industries. From the Paper "The lack of advancement of women in management within the corporate world is a continuing problem among companies large and small. Several studies examined support the notion that though women are successful in business, they still face traditional stereotypes and obstacles to advancement at the highest levels of organizations (Eagly & Johannasen-Schmidt, 2001). Though women are entering the business world in greater numbers but barriers still exist to their advancement in the structure of work organizations, the structure of the educational and economic systems, and in the social order. Many studies conducted of discrimination and related topics in the workplace are still very recent, indicating that a problem still exists for women in the workforce." Abstract This paper details the rulers of America today. The writer explores what makes a leader and then uses examples of current American leaders to illustrate those traits. The paper takes the reader on a tour of leadership roles by today's societal standards. Leaders examined are Jesse Jackson, Bill Gates, George Bush and others. From the Paper "The United States is considered by many to be a leader in the world. Other nations turn to the states for guidance and assistance. Being the leader is a burden that America has born nicely and lived up to the challenge. America is considered the strongest powerful nation in the world so it is easy to understand why it is a leader. The leader of America are also strong and powerful people. To be able to lead the most powerful nation in the world the leaders of the nation have to share some common traits."
Traits of a leader,2002 Discusses the different quality traits needed by a leader, according to popular theories. Abstract This paper examines the following questions: What makes a successful leader? Are there certain traits and distinctive characteristics known as "dispositions" that make one person a leader over another? Or does the leader evolve out of the situation. In effect, this is a question of is a leader made or is he or she born? The paper
answers these questions according to leading theorists in the field. From the Paper "In the self-concept-based motivational theory of charismatic leadership, George & James (1993), argue that charismatic leadership has the effect of strongly engaging followers' self-concepts in the interest of the mission articulated by a leader. The theory suggests that charismatic leaders increase the intrinsic variance of efforts and goals by linking them to valued aspects of followers' self-concepts."
Managers and Leaders, 2007 This paper discusses managers and leaders and their respective functions. Abstract The paper looks at the differences between the job of a manager and of a leader. The paper illustrates how a leader inspires whereas a manager maintains. The paper also explores the factors that influence an average manager to become a great leader. From the Paper "Managers and leaders can be two different people, and sometimes if one is lucky it can be the same person. There are good managers, and on the other hand, there are good leaders. Sometimes, a good leader has no idea how to manage effectively, and also the reverse is true as well; good managers might not know how to lead. " Managing is working within boundaries while leading is expanding boundaries. Managing is controlling resources while leading is influencing others. Managing is contracting how and when work will be done while leading is pursuing enough data to decide now. One difference suggested by this list is that managing may be more analytical, while leading may be more intuitive and visionary. Thus, these are really more accurately described as actions than absolute roles." (Robbins, 1998)"
The Team Leader, 2006 This paper examines the role of the team leader in the workplace. Abstract This concise paper details the criteria for choosing a productive and competent team leader. The writer contends and explains why a team leader must be a good role model to his or her staff. This paper stresses the need for positive motivation on the part of the leader as well as the material and emotional elements, such as rewards and compliments, which encourage the team members to perform at their best. The writer also explores the negative personality traits of a team leader which can result in the overall failure of the team. From the Paper
"A team leader must be a good role model to his members. He must demonstrate the sense of the term "team" that is, to work together selflessly and to achieve the goal out of every member's contribution. A team leader must serve as a bridge between his members. He must consider every member as a unique individual whose individuality can provide gain to the team. Moreover, he must promote equality among his members. Also, it is a very essential quality of team leader to have a good sense of open communication with his members. He must provide continuous team information to his members, such as team status, to make the whole team updated. It is also ideal for him to have self-acceptance, such as during instances when members provide valuable suggestions, or when he did something wrong."
The Making of a leader, 2002 A study of the characteristics of a business leader. Abstract This paper examines the personality of a business leader and how a company can discover the leader amongst its employees. It investigates standardize and psychological testing, leadership training, and argues that each company needs a leader specific to its particular business. The paper's author defines the dynamics of leadership as understanding how to work with people, observe others and keep the lines of communication open. From the Paper "Business leadership is both a science and an art. Yes, there are successful executives who just seem to be born with the knack, just as there are painters who seem to have been born with a brush in their hand, and great musicians who were composing before they could walk. But, we can't all be Mozarts, most of us must observe, study, and practice the techniques of success. Business is a skill, and like any other skill, its secrets can be learned. First off, however, we must take a look at what exactly constitutes this elusive concept we call "leadership." What exactly is a leader?"
The Leader5s Role, 2004 Looks at the role of a leader in a team-based organization. Abstract This paper explores the virtues and qualities that are required to perform the role of a leader with success. The paper contrasts the role of a leader as one who inspires and empowers employees with the role of a manager as one who commands and pushes employees. The paper discusses the importance of teamwork in an organization and the behaviors a leader must possess in order to successfully lead a team-based organization. From the Paper
"In any organization, for the team to be successful, it's mandatory to have a strong leader because it's the leader who leads the team to achieving the goals with commitment to transform the company to success. With proper planning and organization, the leader's role is to achieve a successful change. When organizations begin to transform into structures with a team-based approach, leadership is not executed by the senior management, but even by the departmental heads. Capable leadership is an asset to the company. In short, strong leadership highlights the difference between an average and a successful organization."
Leaders and Leadership, 2006 Discusses leaders and the issue of change. Abstract This paper discusses leaders and the issue of change. It contends that outstanding leaders are not afraid to confront the challenges presented by change, persuade others to follow their vision, and use their power. From the Paper "Outstanding leaders are not afraid to confront the challenges posed by change. As Jon L Pierce and John W Newstrom have pointed out leaders engage in the art of inducing compliance exercise influence persuade others to follow their vision ..."
Bill Gates as a Charismatic leader, 1999 Analyzes the Microsoft leader's foresight and vision, organization, development process, philosophy and transformational ability. Abstract In this analysis, the theory of a charismatic leader is applied to Bill Gates. His management style is analyzed within the framework established by leadership theorist Conger who suggests that a charismatic leader is one who has both vision and strategy how to keep their organizations healthy and competitive well into the 21st century. how organizations and their leaders must evolve, not only to survive but also to prosper. The emphasis is on creating flexible organizational structures that can respond effectively to global competition, information technology, innovation and customers' changing habits. Avoiding platitudes, these wide-ranging essays provide a wealth of innovative thinking on leadership and management strategy. This second book analyzes the internal and external challenges facing organizations today and in the future. How facing those challenges might change the role and the structure of "the organization."
RSTUกWXRYZ[\R]XW^R_`UaTWกWXRYZ[\RbcURกYdefgกbXก(Women view politics as a dirty game) hS^ij\[WklmกY[\aTWn898:;8 <ก>:?@AgoW_XjpqWa^rmsUoW_XZ[[WklmกY[\aTWn?B9BCDEFB<@G:HI>Jn_WกRtsWgmaT \กWX(A woman may be consider utoo softn for political leadership or uunfemininen if she runs) bvw_WdefgoWxjw[eกRXZf[\_Uy\f defกezกj{U|YT}_srms_w~\RtsWgmTa\กWXRYZ[\ก`xZ[ K<J>: _XZ[ KLM: def} s}UกWX_WRgei\ Ladda Tammy Duckworth has been the director of the Illinois Department of Veterans Affairs and is currently also a major with the Illinois National Guard. Working on a doctorate degree in political science from Northern Illinois University. Duckworth was born in Thailand and grew up in several countries in Southeast Asia. Her father fought as a U.S. Marine in World War II and the Vietnam War, and her mother was a native of Thailand.
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