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This paper aims at providing a profile of female managers in Egypt, determining their positions in hotel departments, and investigating the challenges preventing them from reaching the top management positions.

A sample of female managers in five star hotels was randomly selected, followed by an in‐depth interview conducted with 56 female managers. This sample represented 37.6 percent of the total population.

The results of the study depicted that the majority of female managers were not in situations that would lead them to the positions of general managers. The study detected several factors preventing female managers from reaching the glass ceiling. The stepwise multiple regression showed that 35.5 percent of the variance in the existence of challenges could be explained by four factors; gender discrimination, relationships at work, mentor support and lack of network access.

This study might be considered as a first step in understanding the situation of females in the hospitality industry in the Middle East region. Future studies concerned with different female issues in the industry should be diagnosed.

It is hoped that the results of the study would help alleviate the challenges that female managers face by increasing awareness, and illustrating the predominance of several factors prohibiting females’ advancement within the hospitality industry. It is prospected that the study findings will not only be of academic concern, but will also be beneficial for industry leaders and practitioners in practical application.

The number of female managers in the hotel industry is increasing worldwide. What does it take for female hotel managers to succeed? Do they face different types of barriers between entry into management and upward mobility within management? This paper presents the general profile of female hotel managers in Singapore and examines barriers that may prevent middle‐level female managers from moving up to the executive positions. The findings suggested that female managers in Singapore hotels have “given up” some family life in order to get ahead. Whereas strong credentials and skills have proven to be important in female advancement into middle‐level management, they have not helped them to attain executive positions. An interesting finding is that the barriers to advancement for female managers are due to neither corporate practices nor policies, but rather seem to be a function of cultural and societal sanctions.

This study elaborates on the process through which gender-diverse boards of directors increase representation of females in management positions. This study draws on the gender spillover effect to examine whether gender diversity on boards of directors significantly influences the number of women promoted to managerial positions. The authors also employ implicit quota theory to examine the interaction effects of female board directors and their related strategies to target female customers as a source of female talent on the promotion numbers of female managers.

The authors draw from female manager panel data surveyed and gathered by the Korean Women Development Institute (KWDI), a Korean government-sponsored research institution, for the period 2008–2014. The total sample, comprising 5 biannual waves, includes 906 Korean companies across four wage rates. The authors apply zero-inflated negative binomial regression analyses to examine the effects of gender diversity on board director positions and its interactions with strategies targeting female markets on the number of female managerial promotions.

The authors find that gender diversity on boards of directors is positively related to the number of female managers promoted. Furthermore, in corporations where gender is not relevant to firms' strategy and decision-making, broader gender diversity increases the number of female managers promoted at lower- but not higher-level positions.

The current study demonstrates the complex role of gender diversity in board director positions in initiating and promoting the career development of female managers. On the one hand, gender diversity in board director positions has spillover effects on women's representation in management positions. On the other hand, female board directors impede the career progress of senior female managers to maintain their status in quotas when the female market is not critical to firms' competitiveness. Therefore, it is crucial to integrate two different concepts about gender diversity—the gender spillover effect and implicit quota theory—that elaborate on the effects of gender diversity in board director positions on female manager promotion numbers.

Describes a 1988 study by Quinn which identified eight managerial roles that managers must display if they are to be effective. The eight roles are innovator, broker, producer, director, co‐ordinator, monitor, facilitator and mentor. Reports on the present study where 149 managers, of which 35 per cent were females, responded to a survey exploring the extent to which they displayed each of Quinn’s managerial roles. The self‐perceptions of all managers was that the female managers displayed co‐ordinator, monitor and mentor roles more than did male managers. For each manager, their staff, peers and boss were also asked to respond to the questionnaire. Their staff reported that their female managers displayed five roles (innovator, producer, director, co‐ordinator and mentor) more frequently than did the male managers. Peers reported a difference in two of the managerial roles: broker and mentor (females displaying each role more frequently). Bosses did not see the male and female managers differently. The managers and their peers reported that female managers were more effective than male managers. Concludes that these findings have significance for how managers need to interact with their staff and peers and the need for male managers to develop their managerial roles more if they are to be more effective.

The purpose of this paper is to identify whether work-family spillovers significantly affect company managers’ determination of career goals by examining the importance of gender and formal mentoring to these managers.

The study sample consisted of 4,222 Korean managers compiled from a large-scale data set (Korean Women Manager Panel) that was collected by the Korea Women Development Institution in two waves (2009 and 2011).

Positive work-family spillover is positively related to managers’ career goals, whereas negative work-family spillover is negatively related to such goals. In the presence of positive work-family spillover, formal mentoring is more effective in helping male managers establish and develop career goals.

The mentoring programs company managers are willing to engage in should be consistent with the gender role. Mentoring programs for female managers are moderately related to the importance of positive work experiences in establishing and developing their career goals. Therefore, to promote the career success of female managers, companies and societies must take actions to change the female managers’ perceptions of their management potentials.

Gender and formal mentoring programs influence the salience of company managers’ work and family roles, which determines the relationship between positive and negative work-family spillovers and career goals.

In the UK financial services and retailing sectors there is a clear anomaly between the numbers of females employed and their representation at management levels. The aim of this study is to investigate the nature and significance of factors that actively enable the career development of female managers in these contexts, in organisations with an above industry average representation of female managers.

A cross case analysis of seven organisations, four from the financial services sector and three from the retail sector, forms the basis of the empirical evidence. In total 62 management interviews and 87 focus group participants contributed to the development of the case studies.

Recognition of the business benefits of a managerial gender mix at a senior organisational level emerges as a significant enabler, as does the congeniality of the organisational context in terms of transformational management styles and supportive organisational cultures that limit reliance on impression management in career development. In more practical terms, flexible working arrangements as well as accessible training and development opportunities for all employees, emerge as an important enablers of career development for female managers.

The results highlight the importance of the key human resource policies and their application by operational managers.

By adopting a cross‐industry study, the paper highlights that, while different barriers may exist for female career progression in each sector, a similar set of enabling factors are common to the organisations studied, regardless of sector specificity.

To investigate specific barriers that might be hindering Maltese women from achieving a managerial position.

This study is based on research by Cromie. Barriers are classified into two main categories; internal and external barriers. Job‐involvement and work‐based self‐esteem are considered to be internal barriers, whereas attitudes towards women in management are considered to be external barriers. The total population was 200, consisting of male and female middle managers, female and male employees and B. Commerce students.

Results indicate no differences between job involvement and work‐based self‐esteem of male and female managers. On the other hand, both male employees and students seem to hold more stereotypical attitudes towards women in management than their female counterparts.

One of the basic limitations of this study was the sample size since small samples make it difficult to generalize. Further research may focus on two main areas. First, it would be useful to have qualitative research on the work experiences of female managers to further investigate the various factors that have helped and hindered women thorough their career advancement. Secondly, research on corporate climate can be helpful in identifying organizational practices that might be blocking female career prospects. Finally, a study considering how attitudes can be reshaped through the educational system and through the use of the media can also help to reduce gender stereotypes.

This study indicates that women often have to face several attitudinal barriers, which in turn may explain the lack of female participation in managerial occupations. A change in organizational policies can help women to overcome these barriers.

This paper confirms that, as in several countries, Maltese women are facing several barriers, which are hindering their career prospects. It also highlights the important role of organizations in reducing workplace barriers.

The purpose of this paper is to explore gender differences in ethical attitudes along two dimensions: perceived ethical strategies for career advancement, or upward‐influence ethics; and perceived ethical roles of business in society and the natural environment, or business social and environmental responsibility.

Employing a variance decomposition procedure, the paper identifies substantive differences in the ethical perceptions of Egyptian male and female managers.

Female managers find more covert upward‐influence strategies – strategies that are less aboveboard and transparent – acceptable and eschew overt upward‐influence tactics – strategies that are aboveboard and transparent. Female managers also envision a larger role for business in society, particularly in terms of social responsibilities than do male managers.

The study is exploratory, employing a small sample in a single country.

The findings contribute to ongoing debates about the role that a person's gender plays in influencing his/her ethical perspective, examining the issue in a developing country context. This paper's contribution is also methodological, demonstrating how variance decomposition can be used to examine these issues.

The purpose of this article is to examine whether employees are more satisfied with female, as compared to male, managers who accurately perceive non‐verbal emotion expressions, and how male and female managers' non‐verbal emotional skill differentially affects their employees' ratings.

Students, nearly all of whom had work experience, were randomly assigned a vignette and asked to respond to the situation in the role of the employee. The situation described male or female managers either perceiving or not attending to the employees' emotional expression, and using or not using emotional information to be supportive or persuasive. Differences between the various situations were examined.

Participants indicated that they were more satisfied with female, but not male, managers, who accurately perceived their emotion. Similarly, failing to attend to emotion resulted in lower satisfaction ratings for female, but not male, managers. In ways consistent with gender stereotypes, male and female managers' non‐verbal emotion perception had differential effects on their perceived persuasiveness and supportiveness.

The use of vignettes with a student sample may limit generalizability. However, satisfactory manipulation checks, strong theoretical support, the work experience of the students, and the established use of vignettes in psychological research together argue for the validity of the findings.

Working managers may increase their employees' satisfaction by increasing their accuracy in “reading” emotions and using emotional information in gender‐congruent ways.

This paper increases knowledge about the role of emotion perception for working managers and, specifically, how the use of emotional information may have differential value for male and female managers.

Barrett compared the perceptions of female management students and senior female managers about effective and probable workplace communication strategies, and the extent to which each group's perceptions were influenced by gender norms in communication. The purpose of this paper is to compare male students' perceptions of the strategies to those of female students and female managers.

In total, 255 second‐year male management students evaluated strategies for the same dilemmas as the two female groups.

Overall, male students resemble female students rather than senior female managers. They reject some stereotypically male strategies, seeing them as more effective for women. Yet, male students regard an ineffective but probable approach to getting credit for ideas as even less effective for men than for women, and an effective, but feminine, strategy for getting noticed for promotion as more effective for women. Male students may believe using overtly feminine strategies penalizes men. Like female students, male students' confidence affects their personal choice of strategy.

The study used a limited number of dilemmas and demographic factors, limiting the results' generalizability. “Paper” scenarios, even if drawn from typical workplace dilemmas, may not reflect the work world. Nevertheless, the findings suggest language ideologies at work are changing for both genders.

This paper describes the first study comparing students' and senior women managers' reactions to classic workplace communication problems. In addition, it investigates the perceptions of young men rather than stereotypical males.