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This exploratory study examined satisfactions and work experiences of managerial and professional women as a function of the gender composition of their organizations. Gender composition considered both the number of women (predominantly women, 50% women, predominantly men) and their location (at every level, in senior management). Data were collected from 792 managerial and professional women using questionnaires completed anonymously. Most respondents worked in organizations with predominantly men in senior management, although women were as likely as men to be present at other organizational levels. There was a fairly consistent pattern throughout the findings. Managerial and professional women employed in male dominated organizations (defined as mostly men at all levels or mainly men at the top) were less job and career satisfied, differed on several demographic and situational variables, but reported similar levels of emotional well‐being for managerial women employed in organizations that were not male‐dominated.

Organisations have historically been designed and managed by men (Morrison & Von Glinow, 1990). Even today, the number of women in the highest ranks of corporate management is still only about six per cent (Burke & McKeen, 1992). The presence of women at these senior levels may affect the experiences of managerial and professional women at lower organisational levels (Ely, 1991). In addition the presence of women at senior organisational levels may influence the behaviour of men, and the relationships of men and women, at lower levels as well (Kanter, 1977).

It has been suggested that household and family responsibilities may adversely impact the career success achieved by women. This paper examines the number of hours spent weekly on household tasks by male and female business school graduates. Analysis of variance and multiple regression revealed that the presence of children increases the number of hours spent on household tasks by all graduates, but the effect is most pronounced for female graduates. The presence of children adds from three to ten hours per week to the workload of male graduates and from ten to 20 hours per week to the workload of female graduates. Effective organizational initiatives and changes in expectations within families and society are needed so that graduates of business schools, particularly women, can accommodate the careers for which they have been educated as well as their household responsibilities.

The career and life expectations of male and female Chinese students and graduates of the Certified General Accountants (CGA) Canada program in China were explored using a survey and semi‐structured interviews. The results of the survey were compared to data from students of a leading Canadian business school. Chinese students of both sexes show a much higher level of commitment to their careers than their Canadian counterparts. Despite this commitment, their qualifications, and the critical shortage of professionally trained people in China, female Chinese students are pessimistic about their prospects for career advancement. They cite negative stereotypes, lack of mentors and role models, isolation, and a lack of organizational policies enabling them to successfully fulfill their parental roles as major barriers. This is consistent with the North American literature on the “glass ceiling”.

An increasing number of women are preparing themselves for managerial and professional careers. They are doing this by enrolling in and graduating from schools of administration, obtaining additional professional designations, working long hours, and acquiring the years of experience necessary for entering the ranks of corporate management. However, the number of women who advance to levels of General Manager and above are few and this pattern is common across all industrialised countries (Morrison & Von Glinow, 1990; Adler & Israeli, 1988).

An overview is provided of the mentoring process and why it can be crucial to the success of women managers. Also explored are some of the reasons why it is more difficult for women to find mentors than for men, and a frank look is taken at the problems of cross‐sex mentoring. In conclusion an examination is made of what organisations can do to help and prospects for the future are assessed.

Examines the desirability of 21 different career development opportunities for managerial and professional women. Data were collected from 245 women in early career stages using questionnaires. There was considerable variety in their desired developmental opportunities; women with family responsibilities were less desirous of career development activities and geographic moves and more desirous of flexible working hours and working fewer hours; managerial and professional women desirous of flexible work hours or working fewer hours reported less work satisfaction and poorer psychological wellbeing. Offers implications for organizations and managerial women (and men).

This research examined correlates of three career priority patterns – career‐primary, modified career‐family, and career‐family – among 218 managerial and professional women in Bulgaria. Data were collected using questionnaires completed anonymously. It attempted to replicate similar research conducted in Canada. Although career‐family women worked fewer hours per week, and were less involved with their jobs than were career‐primary women, many of the differences observed in the Canadian sample were absent in the Bulgarian sample. Offers possible explanations for the differences in the two studies.

The mentor relationship has been identified as an important contributor to job and career success. Compares managerial and professional women with and without mentors on a variety of measures. These include personal demographic and situational characteristics, work outcomes and aspects of psychological well‐being. Women having mentor relationships were younger, in higher level positions, had shorter job tenure, worked more hours and extra hours per week and attached higher priority to their careers. Women having mentor relationships also indicated more favourable work outcomes but similar levels of psychological well‐being. Results of logistic regression analysis revealed only two significant differences: women with mentors expressed more optimistic future career prospects and worked more extra‐hours per week. Concludes that potential benefits of mentoring for managerial and professional women may be smaller than suggested by proponents of mentoring.

Examines the importance of 19 different organizational initiatives or services in helping managerial and professional women develop a more satisfying and productive career. Data were collected from 245 women in early career stages using questionnaires. There was considerable variability in the importance of each initiative across the sample. Women with family responsibilities rated family‐friendly policies and time off work as more important, and career development and training initiatives as less important. Offers implications for organizations and managerial women and men.