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1 – 10 of 18Building on the premise that top managers' characteristics affect firm outcomes, the study aims to examine whether the impostor feelings of top managers are associated with firm…
Abstract
Purpose
Building on the premise that top managers' characteristics affect firm outcomes, the study aims to examine whether the impostor feelings of top managers are associated with firm performance.
Design/methodology/approach
This study uses survey and regression estimation.
Findings
The results show that there is no strong association between the impostor phenomenon and firm performance, when considering the overall sample. However, in the case of women who experience strong impostor feelings, performance is negatively affected. There is no evidence that being a CEO or workload are mechanisms that explain this result.
Practical implications
Improving the understanding of whether top manager impostor feelings sabotage or improve firm performance can encourage managers to engage in preventive actions to overcome or explore its effects adequately so that positive firm outcomes are fostered.
Originality/value
Despite the economic importance of how top managers' judgment affects their decisions, little is known about how the cognitive frames of their top managers affect firm outcomes. In particular, there is no clear understanding of how top managers' feelings of inadequacy, intellectual phoniness and deceitfulness (the impostor phenomenon) affect firm profitability.
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Maria Joao Cunha and Rita Lúcio Martins
The purpose of this study is to understand challenges and constraints in reaching top leadership positions for women in the Portuguese press. Specifically, it aims at…
Abstract
Purpose
The purpose of this study is to understand challenges and constraints in reaching top leadership positions for women in the Portuguese press. Specifically, it aims at characterizing their communication and leadership styles, and at identifying main gender biases in newsrooms routines from their point of view.
Design/methodology/approach
A qualitative method was employed by conducting in-depth interviews with four women who have held higher management positions in Portuguese leading newspapers. Participants were asked to characterize their communication and leadership style, but also newsrooms environment, trying to understand how gender asymmetries persist and manifest. Results were analyzed using thematic analysis.
Findings
While considering that Portuguese newsrooms are no longer environments marked by a sexist/macho environment, through increasing female participation, women still represent a minority in leadership. Leadership traits linked to male styles, including assertiveness and courage, were revealed, though mixed with a more participative/relational leadership. Also, female leaders regret when emotional ties with teams are not developed and recognized some degree of privilege towards other women through family support or not having children.
Research limitations/implications
There is a limited number of interviews, although they represent the few top women leaders in Portuguese journalism.
Practical implications
Policymaking recommendations derived from conclusions include participative leadership, implementing quotas, and monitoring tools of gender biases and special training.
Social implications
Media literacy policies and open debates on main media outlets concerning female leadership and communication styles may contributes toward the acknowledgement of lingering gender biases in the industry.
Originality/value
This study contributes to a fuller insight into the identification of leadership and personal traits among women who managed to disrupt stigmas and break barriers. Their voices are seldom heard in studies focusing leadership, so results enable ascertaining whether there is a female way of leading in journalism and comprehending the sense of privilege these women perceive.
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Sanne Feenstra, Janka I. Stoker, Joris Lammers and Harry Garretsen
A key obstacle to women’s advancement to managerial roles and leadership positions is the stereotype of the “good” manager, which is characterized by masculine traits. Although…
Abstract
Purpose
A key obstacle to women’s advancement to managerial roles and leadership positions is the stereotype of the “good” manager, which is characterized by masculine traits. Although this gendered managerial stereotype has been very persistent over the past decades, Powell et al. (2021) recently showed that business students in the USA reported a decreased preference for masculine leadership traits and an increased preference for feminine leadership traits, resulting in a so-called “androgynous” manager profile that contains both masculine and feminine characteristics. This study aims to replicate Powell et al.’s (2021) findings among an older sample of working adults in The Netherlands.
Design/methodology/approach
The present study tests for changes in the managerial stereotype in a sample of 5,542 Dutch employees across 2005, 2010 and 2020.
Findings
In line with Powell et al. (2021), the results confirm employees’ decreased preference for masculine and increased preference for feminine leadership traits in 2020 compared to 2005. Nevertheless, Dutch employees still favored masculine over feminine leadership traits in 2020, contrary to the findings by Powell et al. (2021).
Practical implications
These observed changes in the managerial stereotype could prove to be an important step forward for women’s advancement to management and leadership positions.
Originality/value
With the present study, the authors demonstrate cross-cultural generalizability and conclude that the stereotype of a “good manager” is not only changing among US business students but also among working adults in The Netherlands. Overall, this study strengthens the observation that the stereotype of a “good manager” is becoming less gendered.
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Jonathan Orsini and Natalie Coers
Students pursuing doctoral degrees are expected to become leaders in their disciplines. Given that, leadership development should be an important part of any curriculum that…
Abstract
Students pursuing doctoral degrees are expected to become leaders in their disciplines. Given that, leadership development should be an important part of any curriculum that prepares doctoral students for professional careers after graduation. However, there are questions regarding the effectiveness and prevalence of formal leadership development structures in graduate school. With this gap in formal professional preparation, faculty mentors are expected to provide the necessary socialization, support, and guidance for doctoral students to develop as leaders in their disciplines. This mixed-methods study of graduate students was conducted using online questionnaires and personal interviews to determine the impact of faculty mentoring behaviors on the development of doctoral student leadership self-efficacy. Findings suggest that students in doctoral programs experience significant negative emotional arousal in the form of uncertainty, anxiety, and self-doubt. Faculty mentors that are accessible, trustworthy, and provide constructive feedback can mitigate these negative feelings and encourage the development of leadership self-efficacy through verbal support and mastery experiences. In addition, the data suggests that active student cohorts and effective departmental leadership are also important to the development of doctoral student leadership self-efficacy.
Laura Guerrero Puerta and Rocío Lorente García
This article explores challenges faced by doctoral candidates using grounded theory (GT) in their theses, focusing on coding, theory development and time constraints. It also…
Abstract
Purpose
This article explores challenges faced by doctoral candidates using grounded theory (GT) in their theses, focusing on coding, theory development and time constraints. It also examines the impact of doctoral committees on GT dissertations, addressing epistemological clashes and the desire for familiarity over novelty.
Design/methodology/approach
Drawing from a multilevel autoethnography and related literature, this study offers pragmatic solutions and strategies for a seamless research journey.
Findings
Coding, theory development and time constraints pose universal challenges, requiring mentorship for effective navigation. Addressing committee dynamics is crucial for developing novel theoretical frameworks.
Originality/value
The article empowers researchers to overcome GT challenges, delving into various positions within the GT paradigm, fostering transparency and facilitating original contributions to their fields.
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Organizational sociology and organization studies have a long history together, while also sharing a proclivity to self-diagnose crises. Instead of taking these assessments at…
Abstract
Organizational sociology and organization studies have a long history together, while also sharing a proclivity to self-diagnose crises. Instead of taking these assessments at face value, this paper treats them as an object of study, asking what conditions have fueled them. In the case of organizational sociology, there are indications of a connection between rising levels of discontent and community building: self-identified organizational sociologists have progressively withdrawn from general debates in the discipline and turned their attention to organization studies, which, they suspect, has seen dramatic levels of growth at their expense. Organization studies, on the other hand, are still haunted by “a Faustian bargain”: leaning heavily on the authority of the social sciences, business school faculty were able to facilitate the emergence of a scholarly field of practice dedicated to the study of organizations, which they control. However, in doing so, they also set organization studies on a path of continued dependence on knowledge produced elsewhere: notably, by university disciplines such as sociology.
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