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The purpose of this special issue is to extend the Economic and Social Sciences Research Council (ESRC)-funded UK seminar series–Challenging Gendered Media…
The purpose of this special issue is to extend the Economic and Social Sciences Research Council (ESRC)-funded UK seminar series–Challenging Gendered Media (Mis)Representations of Women Professionals and Leaders; and to highlight research into the gendered media constructions of women managers and leaders and outline effective methods and methodologies into diverse media.
Gendered analysis of television, autobiographies (of Sheryl Sandberg, Karren Brady, Hillary Clinton and Julia Gillard), broadcast news media and media press through critical discourse analysis, thematic analysis, metaphor and computer-aided text analysis software following the format of the Gender Media Monitoring Project (2015) and [critical] ecological framework for advancing social change.
The papers surface the gendered nature of media constructions of women managers and leaders and offer methods and methodologies for others to follow to interrogate gendered media. Further, the papers discuss – how women’s leadership is glamourized, fetishized and sexualized; the embodiment of leadership for women; how popular culture can subvert the dominant gaze; how women use agency and how powerful gendered norms shape perceptions, discourses and norms and how these are resisted, repudiated and represented.
The papers focus upon how the media constructs women managers and leaders and offer implications of how media influences and is influenced by practice. There are recommendations provided as to how the media could itself be organized differently to reflect diverse audiences, and what can be done to challenge gendered media.
Challenging gendered media representations of women managers and leaders is critical to social justice and equality for women in management and leadership.
This is an invited Special Issue comprising inaugural collection of research through which we get to “see” women and leaders and the gendered media gaze and to learn from research into popular culture through analysis of television, autobiographies and media press.
Using an alternative lens to challenge assumptions of solidarity behaviour and the queen bee label, the paper aims to analyse empirical data to explore negative relations…
Using an alternative lens to challenge assumptions of solidarity behaviour and the queen bee label, the paper aims to analyse empirical data to explore negative relations between women in management and surface processes of female misogyny.
Feminist standpoint epistemology; qualitative semi‐structured interviews; subjective narrative data from senior women and women academics of management in two UK organisations.
Assumptions of solidarity behaviour are largely absent in the research and the queen bee label impacts pejoratively on women in management, perpetuating a “blame the woman” perspective. Senior women do recognise barriers facing women in management but they do not want to lead on the “women in management mantle.” This does not make them queen bees; the women recognise becoming “male” in order to “fit” senior management and acknowledge the impact of their gendered context. From this context, processes of female misogyny between women in management fragment notions of solidarity; highlight contradictory places women take in relation to other women and challenge women as “natural allies.”
Future research should engage women at all levels in management in consciousness‐raising to the impact women have on other women. Organizational interventions are required to explicitly surface how the gender order exacerbates differences between them to maintain the gendered status quo.
Empirical paper using an alternative lens to problematize solidarity behaviour and queen bee, surfaces female misogyny between women in management and highlights how the gendered social order encourages and exacerbate differences between women.
The purpose of this paper is to consider the ways in which certain occupational, organizational and political positions become active sites of leadership construction…
The purpose of this paper is to consider the ways in which certain occupational, organizational and political positions become active sites of leadership construction. Taking as their example the introduction of the Modern Matron in the English National Health Service (NHS) this paper considers how new forms of gender transcending leadership are constituted relationally through a dynamic interplay of historical, nostalgic, social, political and organizational forces.
The research was conducted within an interpretive paradigm of social constructivism and draws on data from semi‐structured interviews with a purposive sample of 16 Modern Matrons working in a single English NHS Trust. In keeping with inductive, qualitative research practice, data has been analysed thematically and ordered using descriptive, hierarchical and relational coding.
Their contention is that the Modern Matron presents as a site for relational leadership in respect of both self and other. This paper argues that the construction of Modern Matron usefully points to the ways in which multiple discourses, practices and relations may be intertwined in defining what it is to lead in contemporary organizations. This paper highlights the extent to which leadership is an on‐going relational co‐construction based – in this instance – in the interplay of four factors: nostalgic authority, visibility, praxis and order negotiation. Together, these produce a mode of leading that is neither heroic nor popularist.
Further research might consider how competing temporal, political and organizational imperatives encourage the development of particular sites for leadership, and how such leadership is then re‐performed in practice, as well as the affects/effect on individual and organisational performance.
The data provides opportunity to consider the “lived experience” of leaders in sites that are traditionally gendered female in non‐standard/public sector settings. Moreover, this paper presents empirical evidence in support of leadership as socially constructed and relational, borne of tension between different temporal, spatial and experiential factors, the on‐going negotiation of which both utilises and transcends masculinized and feminized gender performances. The result is a form of “leading” which is often subtle, difficult to identify and self‐effacing.