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Examines the effectiveness of management development programmes for women to determine if these programmes are achieving the three objectives that they intend to serve: developing knowledge and skills necessary for effective leadership; reducing negative prejudice against women; and helping women to advance into and through the ranks of management. Three types of programme are considered: single sex management training programmes, mixed‐sex management training programmes and mentoring programmes. Concludes that some programmes are making more meaningful contributions towards these objectives than others. Offers recommendations for the most appropriate use of each type of programme.

Women make up about half of the overall workforce, but they are still underrepresented in higher pay, leadership and senior-level positions. Literature indicated genders are different in information processing, values, learning styles, behaviors and leadership styles. A customized women-only training program (WOTP) has been implemented cross-disciplinary; yet, the literature has limited discussions on the principle and outcome of WOTP. The purpose of this paper is to explore the purpose, application, challenges, advantages and disadvantages of WOTP.

Social learning theory was applied to investigate the fundamental principle of WOTP.

The implication of WOTP to human resource development (HRD) discipline was discussed, and three propositions were created in this paper.

This paper is expected to contribute to adult education and HRD research and practices on promoting gender equality in the workplace and to provoke dialogue about a training strategy – WOTP.

Reports on a study which sought to test the impact of gender‐based training experiences on selection decisions. Subjects evaluated the credentials of a job candidate for a management position. The training experiences of the three candidates were manipulated so that a third of the applicant materials were described as relating to a female with gender‐based or “women‐only” training; another third of the materials were described as belonging to a female with gender‐neutral training; and a final third were labelled as male with gender‐neutral training. Results suggest that female candidates whose training is not gender based may be viewed more positively because their behaviours appear more consistent with the male socialization view. Discusses the implications of these findings for women in management training and for managerial selection.

The need for special training programmes for women in management is discussed. Traditionally, the assumption has been that, in order for women to succeed in the firm, they require special educational and development opportunities. Prior to undertaking such initiatives, it is suggested that organisations examine the philosophy underlying the demand for special training programmes which focus on assisting women in overcoming “sex‐related deficiencies”.

Despite the high interest in work/family issues, little attention has been paid to changing the design and structure of managerial work so as to facilitate the work/family interface. Outdated work designs and unquestioned assumptions about “how things are done” may be a significant barrier to women′s advancement in management. Proposes that human resource management professionals need to examine managerial work from the perspective: “What activities and demands are ′corporate convenient′ and what are job related?” Discusses the implications of challenging corporate convenient requirements.

EEO and the management of diversity Volume 8 Number 5 of the Journal of Organizational Change Management contains an article by Maria Humphries and Shayne Grice entitled “Equal employment opportunity and the management of diversity: a global discourse of assimilation?”

The purpose of this paper is to understand the gender‐related challenges of Pakistani women entrepreneurs, to explore these women's particular capacity‐building needs, and to assess the impact of capacity‐building programs on the establishment and performance of the women's enterprises.

The paper begins with a review of various theoretical contexts through which to understand women's entrepreneurship in an Islamic socio‐cultural context. From this, the paper derived two working propositions: women in Islamic Pakistan face particular barriers to becoming entrepreneurs; these barriers can be reduced by women‐only training in entrepreneurial competences. These propositions are examined in a three‐part longitudinal process: a field survey to gather information about the training needs of current and potential women entrepreneurs, the design and delivery of a women‐only training module, a follow‐up survey with participants, 18 months later. Subjects and participants were randomly selected, and segmented according to entrepreneurial factors and characteristics.

Results confirm that the barriers perceived by women entrepreneurs in Islamic Pakistan can be alleviated through women‐only training that allows participants to develop capital and competences. Greater clarity about learning outcomes desired and achieved by women entrepreneurs in an Islamic socio‐cultural context can be a basis for designing improved training and education programmes, with a view to women's economic empowerment.

For women entrepreneurs living in an Islamic society, this analysis has implications for understanding the importance and effectiveness of entrepreneurial training especially in a women‐only setting. For policy makers, it turns the spotlight on the need for creating an environment conducive to female entrepreneurship consistent with socio‐cultural structures and gender asymmetries.

There are no comparable previous data on the learning preferences and outcomes of this particular demographic group.

The purpose of this paper is to provide an interview with Regina Eckert, Senior Research Associate, Center for Creative Leadership, USA.

The paper takes the form of an interview.

In the following interview, Regina Eckert discusses the issues facing women leaders, the negative stereotypes that persist, and the barriers to increased female representation on company boards

Eckert gives advice to aspiring female leaders, recommending women develop greater networking skills to ensure they have the support and visibility to move into more senior roles.

This paper aims to explore the role of culture and gender stereotypes in the entrepreneurial journey of women entrepreneurs. It specifically focuses on women entrepreneurs in the Nabdam district of Ghana.

The study adopted the qualitative approach and collected data from 20 women entrepreneurs in the Nabdam district in the Upper East Region of Ghana. Data were collected through face-to-face in-depth interviews which were analysed according to identified themes.

The key finding of the study is that culture, through gender stereotypes, acts as a “push” motivational factor of women entrepreneurship and breeds more necessity-driven women entrepreneurs than opportunity-driven ones. However, gender stereotyping is found to be a bane to entrepreneurial success of several women-owned enterprises. Due to gender stereotypes, countless women entrepreneurs are sceptical about venturing into “unknown sector” sectors not familiar and operating larger businesses that are likely to yield more profits.

Currently, there is less research on entrepreneurship and culture/gender stereotypes until now in Ghana, and this study seeks to bridge this gap. The results are discussed linking what is pertaining in other economic landscapes, thus avoiding just national perspectives. This is the first known study conducted in the study area that looks at entrepreneurship through the lens of culture-gender stereotypes.

In answer to the recurring question “Why women‐only training?”, reports on an extensive survey of women’s views, both pre‐ and post‐ the authors’ participation in women‐only development. The results give quantifiable evidence of the value of women‐only development training courses, with benefits in addition to enhanced learning and with a noticeable shift in opinions following the experience of participation. Supports the presence of women‐only development training as part of a menu of choice and will help to encourage organizations which are considering this type of training.