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This paper aims to demonstrate gender diversity in the structure of corporate governance and test the effect of diversity on the firm performance suffering from financial distress.

The paper is quantitative using a sample of 467 public firms in Indonesia. Data were analyzed into statistics descriptive and the hypothesis was tested using the test of logistic regression.

The preliminary results of the paper demonstrate the number of firms employing women and men in the structure of corporate governance of 13% on the commissioner board, 7% on the director board and 5% on the audit committee. Based on the test of effect, this paper further found that firms employing women and men (gender diversity) in the structure of the board of commissioners, tend to suffer from financial distress lower than firms only employing men (non-gender diversity).

This paper is not an effort to make the proportion of voices of women equal to men, however the representation of women at least exists in the structure of corporate governance as part of workforce diversity and inclusivity. In addition, this paper is considered not to use panel data with the purpose of avoiding repetitive data because of the use of a nominal scale in the logistic regression model.

The finding of the paper is addressed to deliver insights into the current conversation on the issue of women's day with the theme of Each for Equal and to firms in positioning women in the structure of boardrooms.

This paper extends the limited scholarly work on the nexus between gender diversity and financial performance. The framework of social identity theory and the tenet of corporate governance are elaborated to disclose the finding that firm shareholders tend to benefit from gender diversity in the structure of the commissioner board.

This chapter illustrates how human-centered design (HCD) principals can activate Fe+Male leadership synergy inside an organization. We explore how it is possible to: foster a favorable environment and culture that values gender inclusivity; ends blatant discriminatory practices to which many organizations are blind; fortify the confidence of highly capable women and men; and reconcile the divergence of views, communication, and unique leadership styles between men and women leaders. We look at the experiences of women inside organizations along with the beliefs, aspirations, challenges, and needs of women. The chapter provides an HCD guideline for the reader to align the current modus operandi in their own organization for better gender synergy.

We know that complementary male and female styles of leadership create invaluable synergy, and that organizations with more women on board and senior management positions will, on average, outperform organizations without women at top positions. However, women, especially at the top echelon, are sorely lacking in numbers. Without more women around – real synergy is impossible. Increasing transparency, policies such as “disclosure of the gender pay gap” and advocacy by senior leaders will continue to break down some of the barriers and biases, but statistics across all industries and countries show that we are a very long way off and need a new approach to end this dilemma.

How can HCD increase the percentage of female leaders at the table and the chance for gender synergy? In this chapter, you learn facts to fight fiction and influence mindsets that are limited by biases. This chapter introduces four specific target areas to advance Fe+Male synergy. Although most men (based in democracies) intellectually agree that men and women are equal and are highly offended when their sanction for equality is brought into question, most are completely blind to how daily actions (many unintentionally) perpetuate the state of inequity. The biggest leadership issue is getting the whole organization aligned with the principle as well as a visible manifestation of gender synergy.

In this chapter, we highlight the much-lauded Igba-Boi apprenticeship scheme that underpins the Igbo Traditional Business School. We explore the operational modalities of the scheme and its philosophical roots in the Igbo ontology. Acknowledging the effect of colonialism on the current trajectory of African ways of being, we compare the Igba-Boi scheme to the prototypical German apprenticeship system to highlight areas of potential improvement around levels of education, gender inclusivity and trade specificity. Based on this comparative evaluation, we recommend changes to the Igba-Boi model that will strengthen its utility for the educational needs of the formal and informal sectors of the Nigerian, and by extension, African economy.

This paper aims to draw attention to multicultural experience as a manager. It is an auto-ethnographic enquiry which comprises own experiences and intercultural and intra-cultural engagement of the author’s self in both mono-cultural and multicultural environments drawing from archival records of personal account of experience.

The paper adopted auto-ethnographic enquiry of the author’s experience in multicultural environment. The auto-ethnography as a research method is discussed along with its criticisms, validity, reliability and generalisability.

The findings include power distance, elitism in hiring practices, inclusivity of women, challenges in South Asian Muslim countries, challenges in the non-anglophone country and their implications for a practitioner.

As the author employed an auto-ethnographic enquiry based on the author’s prior experience, this raises questions about wider generalisability and applicable contexts. Findings of the enquiry can be tested using further qualitative enquiries such as in-depth interviews with a sample of stakeholders in a multicultural environment.

The paper provides insights useful in managing in multicultural environments discussed. Also, it provides implications for policy makers in organisations. Practitioners can use the paper to get an insight into the markets the author already have been to and use the learning for decision-making during market development efforts.

Auto-ethnography in multicultural environment is scant. This auto-ethnographical enquiry provides original content of practitioner experience compared with the related theory.

As the Era of Accountability has given rise to the prevalence of curriculum standards and multiple educational stakeholders have engaged in the writing of these documents, the National Council for the Social Studies has revised its original standards document published nearly two decades ago. This study investigated what the revised document reveals in terms of gendered discourses. Through employing the tools of discourse analysis, the dominant discourses advanced in the document’s curricular recommendations were revealed. Two discourses prevailed in the analysis: gender imbalance with a narrow view of valued masculinity and gender-free with a hidden discourse of males dominating in those spaces. A discussion of the presence of trans and other gender identities in the document is included. As gender is sparsely mentioned in the curricular recommendations, and a binary view of gender is adhered to throughout, there is little guidance for curriculum writers and teachers to teach in transformative ways that challenge the status quo.

The aim of this study is to better understand how black women utilize capital to frame their entrepreneurial identities in order to become legitimate and thus challenge institutional norms. To achieve this, the study draws on perspectives on legitimacy, identity and capital and focuses on the well-established wine industry in South Africa.

Using in-depth qualitative data from semi-structured interviews, this study delves into the lived experiences of nine black women entrepreneurs and three stakeholders in the South African wine industry. Such a context is unique because of the aspects of exclusion and segregation of black women. The data were supplemented with associated secondary material and were analysed using the constant comparative technique.

This study reveals dissonance, that is, a misfit, between black women's social identities and their entrepreneurial self-identities in the South African wine industry; the study uncovers that specific capital forms allow framing their identity through heroical self-description, exploiting professionalism and enacting new roles to alter the perception of what is socially legitimate in the wine industry.

This study contributes to understanding by highlighting that black women entrepreneurs in the wine industry rebel against the expectation that they must fit into a predetermined role. The study highlights the relevance of legitimacy, identity and capital theoretical perspectives to study an underexplored context and unpack how black women challenge the barriers that affect their entrepreneurial identities in their quest to become legitimate. The value of this study revolves around revealing the underexplored connection between entrepreneurial identity and legitimacy through actions taken by black women entrepreneurs when reworking the role(s) tied to their social identities. The findings suggest the importance of capital, particularly cultural capital, in how black women entrepreneurs become legitimate in the wine industry. Avenues for further research are offered.

Research to improve access and equity for women of color in higher education offers insights on the nuanced challenges and opportunities that exist today. In the past, women of color confronted overt discrimination in their pursuit of educational and career attainment. Today, they are likely to face more subtle practices couched in what Miller (2010) coins, the “deservingness” status suggesting that although women of color have gained entry in the academy, they come under scrutiny in their faculty and administrative roles. Despite such scrutiny, their presence in the academy has brought them a measure of social independence, ushered in multiple perspectives to enrich students' learning experiences, and have challenged traditional approach to research knowledge, and leadership theories and practices (Glazer Raymo, 2008; Jean-Marie, Williams & Sherman, 2009; Lloyd-Jones, 2009).

Modernist theories in leadership were traditionally dominated by masculine incorporation and lacked feminine presence in development and language. The synergistic theory of leadership (SLT) seeks to explicate the need for a post‐modernist leadership theory by providing an alternative to, and not a replacement for, traditional theories. Six aspects particular to the SLT influence the ideas and include issues concerning diversity and the inclusion of the female voice in the theory. Four factors are key to the relational and interactive nature of the theory, which provides a useful framework for building and understanding the interdependent relationships. In a tetrahedron model, the theory uses four factors, including leadership behavior, organizational structure, external forces, and attitudes, beliefs, and values to demonstrate aspects not only of leadership but its effects on various institutions and positions. Developed through a qualitative approach, the theory has been validated qualitatively and quantitatively nationwide and is currently being validated internationally.