Dr. Frederick 's Role As A Leader And Challenges That She Faced Breaking The Glass Ceiling

Chism (2016) describes a mentor as a “trusted counselor or guide” (McKinley, 2014; Mentor, 2004; Chism, 2016, p. 94). “In the profession realm, mentoring involves helping others achieve goals and offering support in a nonthreatening way” (Chism, p.94). In contrast to mentoring, Derks, VanLaar, & Ellemers (2016) discuss the queen bee phenomenon as a descriptive label “given to women who pursue individual success in male-dominated work settings”( Derks, Van Laar, & Ellemers, p.2). It is the purpose of this post to discuss the queen bee phenomenon, theories about why it exists, how it effects organizations and individuals in male dominated organizations, junior women in the workplace and potential interventions to diminish the phenomenon in the workplace. In summary, I will give an example where professional women engaged in behaviors described in the queen bee phenomenon.

When referring to the glass ceiling it evolves invisible barriers that women have encountered climbing the corporate ladder. A growing number of women have started to infiltrate the workforce over the last few decades because aspirations, just like men, to accomplish great things. Although, senior management position are available some women choose a work/life balance (Sabharwal, 2015, p. 407). Hillary Clinton has just cracked the glass ceiling through the democratic nomination for President of the United State, the highest position in the country. Although, unsuccessful, young girls witness history and it demonstrated dreams are possible. Cook and Glass (2014, p. 91) will examine three institutional-level theories: the glass cliff, decision-maker diversity, and the saviour

One problem with relying only on informal mentoring is that women, minorities, and nontraditional leaders are rarely chosen as mentees (Sherman, 2002). Women and clinician-educator faculty in particular are at risk of inadequate mentoring relationships (Ramani et al., 2006). Mentoring may be one suitable approach to overcoming gender related barriers and fostering the career advancement of female leaders (Hoigaard & Mathisen, 2009). Females with formal mentors are less satisfied with their mentoring programs than are their male counterparts due to the lack of in-depth understanding of the mentoring process and relationship building when working with female protégés (Hoigaard & Mathisen, 2009). Female mentors with female protégés reported

Compared to a hundred years ago, women have advanced tremendously in society. Unlike in the early 1900s, we are now able to get an education, participate in the workforce, as well as take an active role in politics. We, as women, have worked very hard to get where we are today. However, even if we have greatly advanced in the past decade, there is a current phenomenon that is pulling women back in the workforce: the leadership labyrinth. This famous term was introduced on a Wall Street Journal article in 2004 (Eagly & Carli, 2008). Leadership labyrinth signifies the end of the glass ceiling, which symbolizes a clear barrier that prohibits women from reaching high and filling leadership roles. The end of the glass ceiling meant that women

Equal Employment Opportunity Commission (2011) found that 98 % of Fortune 500 CEOs are men, and 97 % of them are White. Women are not able to enter the career fields such as science, politics and business. “Although America has opened its doors to the 50% population women college graduates entering the working world, it has locked its gates on promotions above the first management tier, except for the few that were able to knock the gates down”(Lana 1). Lana reveals that it is difficult for women to earn higher positions even both genders have similar opportunities to get jobs nowadays. Women have gained their independence from a male dominated society and are rising to become less dependent on their husbands for financial support. Feminism movements not only have helped to raise the confidence and self-esteem of women but also helped them to get a better life from advocating gender equality. Thus, this shows that gender equality have been improved over the years but there are still gender Inequality due to the gender stereotype in our society.

There are numerous research conducted around diversity issues. The challenges female leaders face is a topic that I am keenly interested in exploring. Many studies have evolved around gender equality. Regardless of the promotion towards gender equality, there are still several inequalities that continue to exist. As Chin and Trimble (2015) identified that though many nations have promoted gender equality, there are struggles associated with gender access

Having this mentorship program at the Western University of Health Science proved to be very beneficial therefore having a similar program in the business world could have the same results. Requiring all senior employees to become mentors would the foundation to the program. Once these employees have enrolled then they would be paired up with a newer employee who has similar goals as they do. In order to encourage the mentor and protégé to have meetings, an incentive should be used like the pharmaceutical company. Having a program like this would eliminate any assumptions of inappropriate behavior between the mentor and protégé. This would also allow more women to be mentored because the program would pair them up based on their goals and

This concern aroused when analyzing women who were well-established in their company and their performance and school achievements evidence their high capabilities (Foley, Kidder, & Powell, 2002). However, at some point of their career, these women encounter an invisible top surface called “glass ceiling” who prevented them from reaching higher positions (Agier, & Szafarz, 2013). (Frone, Russell, & Cooper,

Women have had significant changes in their lives from the past to present in terms of employment as they are more and more being moved away from the household, being able to work like regular men today. Proportion of women in the total workforce is increasing and consequently they compete successfully for higher income jobs such as chief executives. They even have been moving into jobs that in the past were only allocated to men. While these signs are encouraging, women are still paid less than men with a fewer rights and low protection in the workforce. The progression of gender equality still appears uneven, although many women have seized opportunities and are slowly evening up the workforce and deserving the equality they have struggled for ever since the beginning of the twentieth century. Women in executive positions, even in major corporations are exposed to the daily sexist and diminishing behavior from men, leaving women powerless and vulnerable in their attempts to earn their place in the future society. Even though many women in their adolescent years excel in their educational training, their achievements and general attainments are not rewarded properly as the levels of salary are not exactly the same as for men once the workforce is reached. By a sheer determination and eagerness to learn and improve, women are earning their place in the society pushing the boundaries and reinforcing their rights to be

In corporate America women have also became essential. In the recent years there are more women in the workforce than ever. According to the catalyst in the United States “Women's Growing Labor Force Participation Peaked in 1999 at 60.0%. Women share of the total labor force is 46.8%. 56.7% of all women 16 years and over are in the labor force, compared to 69.1% of all men.” (The

Women in the workforce has a wide variety of topics such as the amount of money a female worker makes in comparison to her male counterpart, but also the likelihood of not just a female becoming a CEO, but an executive of any sort. Women for far too long have gotten the short end of the stick in the workforce, often being limited or even expected to work the pink collared jobs such as nursing, teaching, or some form of an office assistant even. The goal of this paper is to evaluate where women stand today compared the past, and what the future may hold for them as well.

The book I will be discussing in this report is “The Breakthrough Model for Work and Life: How Remarkable Women Lead” by Joanna Barsh and Susie Cranston. The book is a compilation of successful women leaders’ stories and interviews over a span of time. These interviews and stories that were compiled were analyzed by a research project labeled as The Center Leadership Project. After analyzing these stories, interviews, and surveys the team noticed some similarities from these successful women leaders. These similarities then helped to create a model for successful women leaders. The model had some preconditions, women needed to first possess the desire to lead, have the talent and knowledge in their field, and also have the capacity for change

As the author points out, the figures on women in leadership is staggering in disparity. The article takes time to focus on identifying and highlighting reasons what makes a successful leader. Having an opportunity to attend a leadership meeting, in which we discussed improving inclusion at my company, this article presented many of the same reasons that as a company we tried to understand, “Why do we not have more women in leadership?” This article really underscores that in order for a business to survive and grow or for that matter, any organization to flourish you need to find individuals that embody the above-mentioned leadership traits not just seniority.

Several organizations have adopted the process of coaching and mentoring as development tools to develop those employees who are seeking future advancement. Also, they are setting the foundation for future leaders. The adaption of these developmental tools within an organization is providing employees with the necessary feedback and support to establish and plan their career. Coaching and mentoring provides an employee with the necessary leadership and management skills they would need to endeavor in order to climb the career ladder within an organization. These processes are both helping activities, employed either as distinct interventions or together as part of a package of personal development. Coaching and mentoring are deemed a highly effective way to help employees through talking, sense of direction and guidance, self-esteem, efficacy and accomplishment.

Glass ceiling is an artificial and sometimes transparent barriers that prevent women and people of colour from advancing up above a certain level in corporations (Morrison, White, Van Velsor, and the Centre for Creative Leadership, 1987). They considered it a barrier for women as a group, barring individuals’ advancement simply because they are women rather than because they lack the ability to handle jobs at higher levels. Researches has provided evidence that it is more difficult for women than for men to be promoted up levels of authority hierarchies within workplaces but also that the obstacles women face relative to men becomes greater as they move up the hierarchy (Baxter & Wright, 2000). Although the glass ceiling could exist at different levels in different organizations or industries, the term is typically used to suggest a barrier to entry into top-level management positions. Researchers have provided substantial facts supporting the idea that women are a group who are kept from advancing higher because they are women (Morrison et al. 1987, 13). Numerous theories have proposed the existence of outright discrimination against women in organizations because of their gender. For example, theories that focus on patriarchy suggest that men’s desire to keep women in a dependent status contributes to limitations of the latter’s employment