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The purpose of this paper is to examine stability and change in the linkage between gender and managerial stereotypes over a five-decade period.

Samples from two populations (n = 2347) described a “good manager” on an instrument that assessed masculinity and femininity during each of the past five decades.

Good-manager descriptions exhibited a decreasing emphasis on masculinity and increasing emphasis on femininity over time, culminating in an androgynous profile, or a balance of masculine and feminine traits, for each population in the most recently collected data.

Although women face systemic barriers in the managerial ranks of organizations, a change in managerial stereotypes to an androgynous rather than masculine profile would represent one less barrier for them to overcome.

If managers come to be held to an androgynous standard in their behavior regardless of their gender, there would be a more level playing field for candidates for open managerial positions, rather than one tilted in favor of men.

The analysis of data from samples of the same population types using the same measures systematically over five decades, and the provocative finding of an androgynous profile of a good manager in the most recently collected data, are original contributions to the literature.

This qualitative study explores the intersection between organizational masculinity and emotionality within a pre‐hospital emergency services organization. The existence of multiple masculinities within a male‐dominated and emotion‐laden organization indicates that men who work within this context are required to negotiate multiple forms of masculinities within heavily emotionalised organizational regions or spaces. This study found that there were competing tensions between at least two forms of masculinity within the organisation in question. While militarized and managerial/technical forms of masculinity dominate as the principal hegemonic form, a heroic and caring masculinity is also essential to how the organization in question produces its key services. It is argued that forms of masculinity that are closer to the hegemonic ideal type are not “compensatory”, but have to co‐exist with other, albeit more marginalized, masculinities.

This study aims to examine how masculinities are (re)produced in project-based organizations. The authors first investigate the doing of masculinities in everyday work practices in construction project management. Second, the authors investigate whether there are opportunities to perceive, or do, gender differently in this specific context.

Data are elicited from a case study of construction project managers working on a infrastructure project. The project managers were interviewed through semi-structured informal interviews regarding their experiences of project work. The analysis was inspired by the competing discourses and practices of masculinity in organizations outlined by Collinson and Hearn (1994).

The results showed how multiple masculinities coexist and overlap in the project organization and in the everyday practices of project management. Both male and female project managers must adjust to these masculine discourses and act in accordance with a particular context. But the results also showed opportunities to challenge the masculine norms by doing gender differently.

The results of this study highlights opportunities for creating a more gender-equal work environment in the construction industry. The multiple ways of doing masculinity, by both men and women, highlights the possibilities to balance between doing it well and differently. Such knowledge can be used in policy and strategies for equal opportunities for men and women in organizations.

This study provides insights into the (re)production of multiple masculinities in construction project management. This study contributes to the criticism of the normative conceptions that have characterized the literature on project management. The authors add to the tradition of organization studies by arguing that the gender analysis of project management is important to increase understandings of how projects are managed and, in this case, how masculine discourses affect everyday work.

Concerns the relationships between the problem of men, the problem of management, and the management of change, which are considered in terms of the mutuality of men′s power and the power of management: men′s behaviour in management may be oppressive, men numerically dominate management, and men′s domination of the structure of organizations and management. Outlines some of the ways in which men have attempted to change in response to feminism and describes ways in which management can be changed, including reducing the number of men in management, changing men′s behaviour, issues of sexuality and violence, and challenging men in management to clarify where they stand in relation to sexism and feminism.

The purpose of this paper is to compare the levels and predictors of burnout between female and male sergeants in a large municipal law enforcement agency.

This study used surveys of 171 female and 737 male sergeants. In the survey they described their extent of emotional exhaustion and depersonalization, and reported on other issues that affect burnout. Bivariate and multivariate analyses were used to compare the levels and predictors of these chronic stress reactions.

Female sergeants expressed higher levels of emotional exhaustion and lower levels of depersonalization than male sergeants. Also, the burnout process is largely consistent between female and male sergeants, driven by similar factors, including feelings of work-life conflict and relations with peers and supervisors.

The survey was fielded in one organization, which may or may not be representative of other agencies. Future studies of different organizations are needed to test external validity and refine the theoretical model.

The results indicate the importance of studying the different components of burnout as well as allocating organizational resources to mitigating these conditions. Programs focussed on mentoring female sergeants or younger sergeants would be beneficial.

Prior research has not examined how the burnout experiences of female sergeants differ from or resemble their male counterparts as typically their numbers are too small to conduct a reliable test of differences and predictors. By focussing on a single large department, this obstacle can be overcome, while controlling for other variables.

Purpose – To place contemporary masculinity research in a global context and explore new possibilities for theory and research.

Method – Review of international literature, and life-history interviewing.

Findings – A full appreciation of the significance of world society for gender analysis requires reworking both theory, to incorporate the perspectives of the global South, and research methods, to allow for the impact of global social forces.

Originality: The chapter develops critical perspectives on masculinity studies; introduces theorists not normally included in this field; and presents two case studies from current field research illustrating the interplay between local history and global social forces.

The purpose of this study is to explore how gender and gender role identity separately and jointly affect managerial aspirations.

The study was cross-sectional in nature. Survey data were collected from Chinese Government sectors. Two-way analysis of variance was used to test the research hypotheses.

The results showed that gender role identity and combination of gender and gender role identity predict management aspirations while gender alone does not affect management aspirations. Androgynous individuals self-reported higher scores of managerial aspirations. Female managers who perceive themselves as androgynous and masculine tend to possess higher management aspirations. However, when they perceive themselves to exhibit feminine traits, they are more likely to hold lower management aspirations. Moreover, male managers with androgynous and feminine traits are inclined to have higher management aspirations.

Due to cross-sectional survey data, research results may be biased by common method variance. In addition, because of a convenient sample, the research results may lack generalizability. Moreover, with participants from different organizations, the percentage of men and women in the organization and participants’ role conflicts between work and family life would impact the gender role identity of individuals. Future research should control for the gender composition of the workplace and participants’ role conflicts between work and family life.

The findings can help narrow the gender gap of managerial aspirations through focusing on gender role identity in selecting managers and designing the leadership training program, ultimately resulting in diminishing disparity in top leadership positions between men and women.

This study examines how gender and gender role identity separately and jointly affects managerial aspirations in the Chinese context.

The purpose of this paper is to examine the extent to which leadership attributes, masculinity, risk taking and decision making affect perceived crisis proneness.

The paper draws mainly on the literature about gender, leadership and organizational crisis to explore whether masculinity predicts crisis proneness, and the extent to which leadership attributes as well as risk‐taking and decision‐making style are efficient predictors of perceived crisis preparedness (CP). Utilizing pertinent literature and concepts, the paper evaluates a database of 231 female and male managers.

As hypothesized, masculinity is positively associated, whereas transformational leadership is inversely associated with perceived crisis proneness. Both participative decision making and passive management predict higher degree of perceived crisis proneness and so does risk taking.

More in‐depth research as well as larger and more diverse sample is required to explore more definitively why and how masculinity is positively associated with crisis proneness.

The paper provides preliminary evidence regarding the merits of feminine leadership traits as facilitators of CP This finding does not, however, preclude the usefulness of masculine attributes in managing actual organizational crises. The findings appear particularly relevant given the current turbulent business environments and the increasing frequency and magnitude of corporate crises.

The paper synthesizes evidence on CP proneness and gender, and the evidence of feminine attributes as an important antidote to perceived crisis proneness. The paper outlines reasons for this phenomenon and implications for placement of managers in current business arenas.

Few studies examine the career success of women in the Arab Middle East. With that in mind, the purpose of this paper is to explore the conceptualizations of the career success of women managers in Lebanon. Drawing on the individual, behavioral, and structural approaches, this study also investigates the women’s approaches to career success. Capitalizing on the institutional theory (IT), the current investigation accounts for the complexity of the local context by illustrating how a diverse set of socio-cultural values and norms, institutional constraints, and individual agency impact the overall experience of career success among Arab women.

This study is exploratory in nature and draws on a qualitative approach. In-depth, face-to-face, open-ended interviews were conducted with women managers across the managerial hierarchy in a wide range of industries, sectors, and organizations.

The findings suggest that the Lebanese women managers’ career success was not conceptualized exclusively using the objective or the subjective measures. Rather, it was conceptualized on a continuum between these measures, thus challenging the rigid objective/subjective dichotomy in the context of Lebanon. The results also suggest that the career success of these women managers is better predicted and explained by the individual and behavioral approaches than by the traditional, structural approach. This empirical work sheds light on the gendered working conditions that women experience and how they capitalize on their individual agency to survive the hegemonic masculinity embedded in their workplaces, along with the inequalities that it promotes.

This study is the first to explore the conceptualizations and the determinants of the career success of women managers in Lebanon. However, the originality of this paper is not only limited to its contribution to the limited research on the careers of Arab women; it also extends to its usage of various approaches to predict career success as well as to adapt IT as a theoretical framework for capturing the myriad of factors that impact women’s careers and success. The originality of this study also lies in advancing the theoretical concept of hegemonic masculinity into studies looking at Arab women’s career experiences by shedding some light on how the reproduction of gender, gendered working practices, and agency impact their career success.

This article aims to report the findings of a study of the effect of a women's Master of Business Administration (MBA) programme in Finland called the femaleMBA on the development of women's management competencies. The gendered nature of the competency development was also analyzed.

A qualitative interview study was conducted with 20 women who completed the programme. Content analysis was used to analyze the data.

In addition to improving the women's business competencies and their mastery of management language, the programme contributed to the creation of a clearer managerial identity, greater assertiveness, and increased credibility in a managerial role. The development of management competencies was shown to be gendered in varying ways. An all-women learning environment was experienced as a safe and supportive social context for development.

Only a specifically women's MBA was studied. The topic should also be studied in a mixed MBA group.

MBAs should pay systematic attention to the informal and social learning context. A combination of “masculinity” and “femininity” might be worth taking into consideration when all-women management development programmes are planned and conducted. This study suggests that an all-women group in an MBA has the potential to challenge and even transform participants' ideas and assumptions about the dominance of masculinity in management and to increase their understanding of the importance of femininity in management.

A gender angle on research into management development and particularly MBAs is very rare. This study shed light on the topic by showing that competency development in MBAs is not, as is often assumed, gender neutral but gendered.