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Female leader is a major topic in the male of today that’s hardly getting attention. World today needs women in more positions of leadership. Today’s organizations need effective and agile leaders who understand the complexities of the rapidly changing global environment. This situation requires urgent attention as the world needs female as well as male characteristics to address global issues. Women represent half of the modern world’s abilities and population. They are important for economic and social prosperity for the world. Women carry a viewpoint that respects not only competitiveness but also organizational and team cooperation. Their female ideals are a functioning structure of new, cooperative and open economy. Eventually, the leadership of women will not only boost business, family and culture, but also the environment that will become more prosperous and peaceful as a result. In today’s modern world many researches are conducted on global, social and cultural forces, such as globalization, e-commerce, changing markets, the spread of technology and the need for teamwork, alliances and partnerships, show a high need for women leaders. But what is the role and leadership style of female leaders here? In this context, the purpose of this study is to discuss the leadership styles and what kind of leadership style female managers exhibit in line with the literature. The research showed that female managers have more agile leadership qualities and the authors suggested that female leaders should be brought forward for the opportunity to lead others toward a better future.

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.

This issue is a selected bibliography covering the subject of leadership.

There are assumptions in gender-related media research that increased female status would be accompanied by more and better representation of women. There are also expectations that an increase in the number of women working in the news media will increase the positive representation of women. The aim of this paper is to critique the representation of women leaders and managers in the Nigerian press to assess the extent to which these factors have influenced the representation of women in the West African country.

Using two methods, qualitative content analysis and interview, this chapter critiques the representation of women leaders and managers in Nigerian Guardian Life and Vanguard Allure (over a period of six months – the last half of 2014) to determine the way women in leadership and management are constructed by checking for frames on stereotypes, gender roles and trivialisation themes. The editors of the two publications are then interviewed to consider the philosophies behind the coverage patterns and assess their knowledge and awareness of the implications of the coverage patterns on the status of women in the sub-Saharan African country.

It was discovered that the Nigerian press are focusing on re-enforcing traditional gender roles and norms rather than challenging them, and women in leadership and management in the country do not apply sufficient agency in challenging the status quo.

Even though information derived from this study cannot be said to represent the realities in all of Africa, it surely provides a good context within which issues about media representation of women in leadership and management in Africa can be better understood to assess how the cultures on the continent’s various countries affect the realities of the lives of women.

The bulk of feminist research is situated in the North. Not much feminist research is being done in the South, and there appears to be an inadequate engagement with the available few in the literature. This chapter bridges the gap by presenting much needed information about gender, media and organisation in Nigeria; a highly populous multi-ethnic and multi-cultural sub-Saharan African country. Even though information derived from this study cannot be said to represent the realities in all of Africa, it will surely provide a good context within which issues about media, gender and organisation in Africa can be better appreciated.

The paper aims to shed light on how a group of feminist managers/leaders, in education and social studies departments, a notably under-explored and under-theorised group, “do power” in the increasingly corporatized education marketplace.

The research draws on the narratives of a small group of feminist women who hold authority positions at middle or senior levels. It draws on data from ethnographic interviews and participant observation carried out as part of an in-depth narrative inquiry (Andrews et al., 2008), carried out at three higher education institutions in the UK.

From a small sample such as this, any findings are necessarily tentative. Nonetheless, findings suggest that, whilst taking account of individual differences in styles, there has been a shift, over time, in the ways that the management role is approached by some feminist women. Analysis of the data also reveals that gendered expectations remain for those who carry the “feminist” label and asks whether these expectations are realistic.

The sample group is small which raises questions about what can and cannot be claimed. However, along with Maguire (2008), the author’s purpose is not with generalizability but seeks to explore issues and open up further areas of study.

This paper is an original empirical research which explores an under-researched group of women, namely, feminist managers and leaders who operate within the education marketplace. As they negotiate the challenges of working within the neoliberal academy, these women try, to varying degrees, to remain true to their feminist values and beliefs.

The purpose of this paper is to address an under-explored and under-theorised aspect of gender work in UK academia in that it looks at the professional lives of middle and senior women managers and leaders who are responsible for initial teacher training in their institutions. As Maguire (2002) and Murray (2002, 2006) point out, within academia, teacher trainers occupy a particularly under-researched space despite some recent interest (Korthagen and Vasalos, 2005; Thompson, 2007).

This research draws on a larger study which explored how 22 middle and senior managers and leaders in ten institutions in England try to come to terms with carrying out their roles in the education marketplace. In-depth semi-structured interviews were carried out with these women and data were also collected from field notes from participant observation undertaken at three of the institutions.

Whereas some women are moving into positions of authority in the education marketplace, some existing women managers are being marginalised within new internally differentiated layers of managerial structures. Simultaneously, many women who manage teacher training are engaged in a struggle for survival individually and professionally. Those who succeed have managed to re-invent themselves to endorse neo-liberal discourses.

Original empirical research which sheds new light on previous discourses related to women managers in neo-liberal academia.

While still rare, the number of women who have held or are holding the most senior positions of political leadership serving as either prime ministers or presidents of their countries has nevertheless risen steadily since 1960 when Sirimavo Bandaranaike of Sri Lanka took office. This paper profiles select number of female political leaders worldwide and examines relationship between leadership and management in the context of the global community. Women’s access to the highest political offices is used as a prism through which the continuing dilemma of women’s representation at the highest levels of public life is examined. The importance of the specificity of the socio‐historical and cultural contexts in leadership is emphasized.

There are assumptions in gender-related media research that increased female status would be accompanied by more and better representation of women. There are also expectations that an increase in the number of women working in the news media will increase the positive representation of women. The purpose of this paper is to critique the representation of women leaders and managers in the Nigerian press to assess the extent to which these factors have influenced the representation of women in the West African country.

Using two methods, qualitative content analysis and interview, this chapter critiques the representation of women leaders and managers in Nigerian Guardian Life and Vanguard Allure (over a period of six months – the last half of 2014) to determine the way women in leadership and management are constructed by checking for frames on stereotypes, gender roles and trivialization themes. The editors of the two publications are then interviewed to consider the philosophies behind the coverage patterns and assess their knowledge and awareness of the implications of the coverage patterns on the status of women in the sub-Saharan African country.

It was discovered that the Nigerian press are focusing on re-enforcing traditional gender roles and norms rather than challenging them, and women in leadership and management in the country do not apply sufficient agency in challenging the status quo.

The bulk of feminist research is situated in the North. Not much feminist research is being done in the South, and there appears to be an inadequate engagement with the available few in the literature. This chapter bridges the gap by presenting much-needed information about gender, media and organization in Nigeria, a highly populous multi-ethnic and multi-cultural sub-Saharan African country. Even though information derived from this study cannot be said to represent the realities in all of Africa, it will surely provide a good context within which issues about media, gender and organization in Africa can be better appreciated.

Leaders have learned to lead men. Women are different and organisations will need to adapt to maximise progress and performance of women as well as men. Line managers need to be aware of gender differences in their approach of a mixed gender team. The paper aims to discuss this issue.

In a review of literature, key gender differences that could play a role at work were identified. Five top sports coaches were interviewed to find how they had to adapt to improve performance of female teams. Practical application of their strategies in organisations was tested in four workshops and 15 interviews with women and managers.

Six key gender differences were identified. Top sports coaches confirmed that they had to adapt their style to a female team, and could relate those to some of the differences from literature. The workshops and interviews showed that teaching managers to adapt their style is a promising approach.

The research was set up to find if there is merit in being aware of gender differences in organisations. There is, but as it is exploratory research it is now important to find further evidence.

Gender diversity efforts tend to be focused on equality, flexible working, and upgrading women’s skills. This paper highlights that those initiatives are not enough, and organisations need to adapt to women’s needs to maximise performance and progress of women as well as men.

Leadership philosophy is explored through gender and other demographic characteristics in the Australian Public Service (APS), at the federal government level. Leadership philosophy is conceptualised as the leader’s attitudes, values and behaviour. Gender differences in characteristics of leaders (executives and middle managers) are examined in terms of strategic behaviour, management style, work‐related values, adoption of information technology, perceived organisational morale, family/work conflict and personal, work and family satisfaction. The gender differences are investigated using questionnaire responses from a sample of 750 respondents, of which 569 were male and 145 female. The APS findings are compared with a Cranfield study conducted in the UK’s National Health Service (NHS), where gender differences are explored in terms of management and strategic orientation. A sample of 515 chief executives, medical, clinical, HR and financial directors, chairpersons and other non‐executive directors, consists of 406 male and 108 female respondents. The APS study reveals that there are no significant gender differences in the majority of measured characteristics. Similarly in the NHS Trusts study, no significant gender differences are found in terms of management and strategic orientation. The conclusion reached is that other demographic characteristics are influential in forming leadership philosophies, namely job and organisational tenure and experience of senior management responsibilities, thus highlighting the importance of organisational demographics and their impact on leadership attitudes and practice.