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The purpose of this study is to investigate the structural relationships between clan culture, perceived supervisor support, leadership competencies and subjective career success among South Korean female managers.

A structural equation modeling was used to analyze the sixth wave of data from the Korean Women Manager Panel (KWMP) survey by the Korean Women’s Development Institute in South Korea. The panel respondents were 1,384 female managers in tenured positions at South Korean companies.

The results showed that clan culture and perceived supervisor support directly influenced female managers’ subjective career success and indirectly affected their subjective career success through leadership competencies at the same time.

The respondents’ self-report can be a limitation as it can result in inflated outcomes in research findings. Even though no common method bias was found using Harmans’ single-factor test, the bias might not be removed completely. The study’s limitation includes the panel data and measures from KWMP, which constrained attempts to create constructs for measuring variables more precisely.

There is little research on the relationships between leadership competencies and other variables of female managers. The current study expanded the research on female managers’ leadership competencies by verifying that the leadership competencies play an important role in the relationships between clan culture, perceived supervisor support and subjective career success. The findings highlight that it is essential for female managers in South Korea to have supportive environments to receive fair treatment, demonstrate leadership competence in organizations and perform challenging tasks.

The purpose of this paper is to develop a competency framework that incorporates the key leadership competencies required of female leaders working in male-dominated industries by putting particular emphasis on the male leaders’ point of view.

This qualitative research combines a thorough literature review on important leadership competencies with ten in-depth, semi-structured interviews with male leaders from the Telecommunication and ICT industry, two typically male-dominated industries in Germany. All the interviews were transcribed and analysed through qualitative content analysis based on Mayring.

Findings revealed that success of female leaders within male dominances is shaped by not only their exceptional professional expertise but also the complex mix of behaviours on a professional and interpersonal level.

This study contributes to the academic debate on why only a few women reach the top of organisations in male-dominated industries by considering the perspective of male leaders. A competency model is proposed that incorporates both professional competencies and expected behaviours on a personal and interpersonal level and therefore enables leadership professionals to better understand the male leaders point of view on the complex mix of competencies expected from female leaders operating in male-dominated industries.

The need for more women in leadership has become a global business imperative, yet little is known about the competencies required to succeed in environments shaped by male leadership styles and the understanding that women are less capable leaders. Assessing the point of view of male leaders, who dominate these working environments, provides new and valuable insights into the complex issue of women in leadership for the academic debate and the practitioners’ point of view.

After working through the case and assignment questions, students should be able to develop an understanding of how to identify female leadership competencies; analyze social and psychological barriers to developing female leadership; and consider various solutions to build trust in rural settings by overcoming social and psychological barriers.

In 2022, Mrs Anjaria, the Managing Director, and Mr Anjaria, the Chairperson of the Rangoli Group of Institutions in Gandhinagar, Gujarat (India), were facing the challenge of how to empower thousands of females in the preschool venture in the rural area as they could see the impact of their female edupreneurs in the urban area. Both had worked up the ladder in the preschool venture after quitting their professional careers in the corporate world. They now wanted to create female edupreneurs to empower women and bring about social and educational change at the grassroots level. They needed to make an informed decision about how to scale the preschool offerings at rural sites to bring educational change and increase revenue simultaneously; however, they were unsure how to execute this vision into a tangible profit-making social edupreneurial reality. Government preschools (Anganwadis) and social structures in rural Indian contexts were a major consideration. It was important to increase their hiring efforts to empower women with their franchise model. However, issues such as leadership competencies, psycho-socio-cultural barriers, and creating trust in rural economies challenged their vision.

The case is suitable for MBA students or postgraduate-level courses on development communication, business communication, entrepreneurial communication and gender communication seeking to develop female competencies through communication models. This case illustrates how to create trust through communication among female eduprenuers by overcoming social and psychological barriers in rural settings.

Teaching notes are available for educators only.

CCS 3: Entrepreneurship

This paper aims to explore the position of women in the communication management sector in Spain from their own experiences. The study examines female communication and leadership styles, emphasising the cost of leadership in which they are leaders or led.

This study used a qualitative methodology based on in-depth interviews with 22 women actively working in top companies and agencies: female communication directors, female employees with a female leader and female employees with a male leader. Data were analysed through thematic analysis.

Results show mixed communication and leadership styles. In addition, the high level of self-demand of female communication managers stands out, making it challenging to achieve a work-life balance and the implementation of successful role models.

Exploring the factors of female leadership remains necessary to understand and make their situation in various industries and positions visible. It also helps remove barriers to leadership, guide organisations in addressing gender discrimination issues and develop mechanisms for the internal promotion of female professionals.

To the best of authors' knowledge, this is the first study exploring the leadership and communication styles of women in the Spanish Public Relations (PR) and communication management industries. It also highlights the aspects influencing the cost of leadership.

This study aims to explore the experience of performing androgynous leadership approaches by New Zealand women leaders within the context of everyday conflict situations.

The research question “How do women leaders experience gender in conflict situations?” was explored through the facilitation of 4 focus groups with 19 senior female leaders in New Zealand. Poststructural discourse analysis was used to explore how participants negotiated positions of power within their environments and in accordance with competing gendered discourses.

Participants described taking a flexible, balanced, androgynous leadership approach to managing conflict situations. While the expectations to be “empathetic”, “sympathetic”, “gentle”, “nurturing” and “caring” resonated with the participants preferred approach, they remained firm that if conflict persisted, they would “cross the line” and adopt stereotypically masculine behaviours to resolve the situation. However, participants describe that when perceived to be crossing the line from feminine to masculine approaches, they experienced significant backlash. This demonstrates the tensions between the approaches women leaders would like to take in managing conflict and the experiences of doing so within a prescriptively gendered organisational context.

This research contributes to a gap which exists in understanding how gender is experienced from the viewpoint of the woman leader. This research presents a nuanced view of gendered leadership as a contested ground, rather than a series of strategic choices. Despite an increase in the acceptance of women into leadership positions, the authors seemingly remain bound by what is considered a “feminine” leader.

A perusal of extant literature suggests asymmetric devotions in empirical research that overlooks unique social and industrial dynamics of married working women in highly competitive male-dominated industries. Drawing on the social role theory, the study addressed this asymmetry by proposing a multivariate regression model that examined performance drivers of married female real estate brokers, as mediated by organizational, cognitive and social influences.

The study employed a descriptive design. A structured electronic questionnaire was used to collect data from a sample of 256 married female brokers who are active on online messaging platforms. Snowball sampling was used to reach the research participants. Collected data were subjected to multivariate regression analysis.

The results infer that social influences were the most significant drivers of married female brokers in the real estate industry (r = 0.932, p < 0.05, F = 556.581). Significant interventions of diversity management, work-life balance, family support and access to economic opportunities were found.

In acknowledging the societal stereotype and culturally imposed burdens married women face in emerging economies, the study advanced theoretical, practical and policy initiatives for a more inclusive, supportive and learning-oriented work environment.

The novelty of the paper lies in its exposition of the unregulated real estate brokerage market in an emerging economy and the dynamic organizational, cognitive and societal influences of married female brokers.

This study aims to examine the role of women’s career expectations (CEs) in changes in their career advancement (CA) and to determine whether these changes were because of socio-demographic factors.

Multiple linear regression was used to measure the relationship between women’s CEs and CA, as well as the influences that socio-demographic factors (e.g. education) have on that relationship.

Results indicated that CEs had two dimensions (i.e. career rewards and career development) and that career reward expectations had a significantly higher effect on CA than career development expectations. Furthermore, women were very likely to set higher CEs and stronger desires for CA as they became older. Results also showed that education, working years and position level were significantly related to women’s CA.

This study provides new insight into which aspects of women’s CA can be boosted by CEs and how these aspects may be affected by socio-demographic factors. This study can help hotels design better career management strategies to achieve the desired results. The study also provides guidance for women’s career management activities.

This study considers women’s CEs in hotels. The results revealed two dimensions (i.e. career rewards and career development) of CEs and uncovered the influences of socio-demographic factors on women’s CA, for example, age, education, working years and position level.

基于对酒店业两个变量（即职业期望和职业晋升）的理解, 本研究旨在考察职业期望在妇女职业晋升变化中的作用, 并确定这些变化是否由社会人口特征因素引起。

采用问卷调查的方式收集数据。采用多元线性回归来衡量女性职业期望和职业晋升之间的关系, 以及社会人口特征因素（如教育）对这种关系的影响。

结果表明, 职业期望有两个维度（即职业奖励和职业发展）, 职业奖励期望对职业晋升的影响明显高于职业发展期望。此外, 随着年龄的增长, 女性倾向于有更高的职业期望和更强烈的职业晋升愿望。结果还显示, 受教育程度、工作年限、职位级别与女性的职业晋升显著相关。

这项研究为女性职业期望在哪些方面可以促进职业发展以及社会人口特征因素如何影响这些方面受到的提供了新的见解。这项研究可以帮助酒店设计更好的职业管理策略, 以达到预期效果。本研究也为女性的职业管理活动提供了指导。

本研究将职业期望引入酒店业中女性员工职业发展研究。结果显示职业期望的两个维度（即职业奖励和职业发展）, 并揭示了社会人口学因素如年龄、学历、工作年限和职位级别等对女性职业晋升发展的影响, 。

basado en la comprensión de dos variables (es decir, expectativas profesionales y avance profesional) en la industria hotelera, este estudio tuvo como objetivo examinar el papel de las expectativas profesionales en los cambios en el avance profesional de las mujeres y determinar si estos cambios se debieron a factores sociodemográficos.

Se Utilizó Un Cuestionario Para Recopilar Datos. Se Utilizó La Regresión Lineal Múltiple Para Medir La Relación Entre Las Expectativas Profesionales De Las Mujeres Y El Avance Profesional, Así Como Las Influencias Que Los Factores Sociodemográficos (Por Ejemplo, La Educación) Tienen En Esa Relación.

Los Resultados Indicaron Que Las Expectativas De Carrera Tenían Dos Dimensiones (Es Decir, Recompensas De Carrera Y Desarrollo De Carrera) Y Que Las Expectativas De Recompensa De Carrera Tenían Un Efecto Significativamente Mayor En El Avance De La Carrera Que Las Expectativas De Desarrollo De Carrera. Además, Las Mujeres Tenían Más Probabilidades De Tener Expectativas Profesionales Más Altas Y Deseos Más Fuertes Para Avanzar En Su Carrera A Medida Que Envejecían. Los Resultados También Mostraron Que La Educación, Los Años De Trabajo Y El Nivel De Posición Estaban Significativamente Relacionados Con El Avance Profesional De Las Mujeres.

Este Estudio Proporciona Una Nueva Perspectiva Sobre Qué Aspectos Del Avance Profesional De Las Mujeres Pueden Ser Impulsados Por Las Expectativas Profesionales Y Cómo Estos Aspectos Pueden Verse Afectados Por Factores Sociodemográficos. Este Estudio Puede Ayudar A Los Hoteles A Diseñar Mejores Estrategias De Gestión Profesional Para Lograr Los Resultados Deseados. El Estudio También Proporciona Orientación Para Las Actividades De Gestión Profesional De Las Mujeres.

este estudio considera las expectativas profesionales de las mujeres en la industria hotelera. Los resultados revelaron dos dimensiones (es decir, recompensas profesionales y desarrollo profesional) de las expectativas profesionales y descubrieron las influencias de los factores sociodemográficos en el avance profesional de las mujeres, por ejemplo, edad, educación, años de trabajo y nivel de posición.

The purpose of this paper is to explore three research questions. Are there gender differences in the demonstration of emotional and social intelligence competencies? What is the relationship between emotional and social intelligence competencies and success, and does gender moderate that relationship? Are there differences between the most successful male and female leaders in their demonstration of these competencies?

This study used a 360‐degree instrument to measure the demonstration of emotional and social intelligence competencies by top‐level executives in one financial services organization. Annual performance and potential assessments measured the participants' success. Regression analyses and tests of mean differences were used to analyze the research questions.

The results indicated that there were no significant differences between male and female leaders in their demonstration of emotional and social intelligence competencies. The most successful men and women were also more similar than different in their competency demonstration. However, gender did moderate the relationship between the demonstration of these competencies and success. Male leaders were assessed as more successful even when the male and female leaders demonstrated an equivalent level of competencies. Finally, distinctions were found between the most successful males and females and their typical counterparts.

A field sample from one organization limits the generalizability of the results.

Implications for organizations and their leadership are discussed including the importance of a broad range of competencies used in assessments, the awareness of gender stereotypes and gender‐stereotypical behavior, and the acknowledgement of multiple measures of success.

This study highlights the moderating influence of gender between the demonstration of emotional and social intelligence competencies and success. Distinctions in competency demonstration between the most successful top‐level executives and the typical executives contribute to the literature and to leadership development practice.

The chapter describes the SHL Corporate leadership model (Bartram, 2002) and the results of an investigation of leadership competency potential in 11 different European countries (39,354 people). The measures of potential used are eight competency factors known as the ‘Great Eight’ (Bartram, 2005) derived from Occupational Personality Questionnaire (OPQ32) scale scores. The results show some very clear trends in terms of effects of managerial experience and effects of gender on competency potential profiles. While there are differences in patterns of results between countries, these tend to be relatively small and non-systematic. The gender and experience effects, on the contrary, are consistent across countries. Overall, we find that transactional competencies decrease and transformational competencies increase with increases in level of managerial experience and that females show generally lower levels of transformational competencies and higher levels of transactional competencies than males. These findings are discussed in relation to the literature on gender differences in leadership.

The aim of this paper is to present evidence of the reliability and validity of the “Local Government 360 (LG360)”, a diagnostic tool for assessing both competent and engaging leadership behaviour among managers and professionals in local government.

The paper argues that the assessment of both leadership competencies (the “what”) and engaging leadership behaviours (the “how”) is essential for a valid diagnosis of individuals' strengths and developmental needs.

Evidence is presented of the internal consistency (reliability) and the criterion and discriminant validity of the tool, among an opportunity sample comprising 288 local government staff, of whom 143 were female and 77 male; 58 were from a Black and Minority Ethnic background and 220 were White.

Data on the impact of leadership behaviour on direct reports, provided by the LG360, are powerful in providing evidence to emphasise that the way in which a leader behaves can have a significant effect on staff attitudes and wellbeing at work.

Although a number of 360-tools are available, only in a small number of cases are their psychometric properties, particularly empirical evidence of their criterion and discriminant validity, reported.