Effects of Family Responsibilities and Discrimination on the Career Progress of Women

Over the past few decades, great strides have been made by women in the workplace. This increased number in women in the workplace does not mean equality however. Even with equal qualifications and achievements, women are still not given all the opportunities that men have. The chapter in the textbook, “Gender at Work”, shows us more of these inequalities in the workplace. Such inequalities cause gender segregation of jobs and can be linked with the pay inequality in the labor force. Even in jobs that are predominantly filled by women, men earn more than women. Women are often stereotyped as being family focused and not as able to travel, therefore they tend to get passed up for promotions (Garson p.353). This invisible barrier that keeps women from moving up the executive ladder is referred to as the “glass ceiling” (Baxter and Wright p. 346). Women also tend to do more domestic work, or unpaid labor and caregiving. This extra unpaid work is referred to as “the third shift” and is largely rested on the shoulders of women (Gersel p. 352). Consequently, this seems to be one of the biggest things holding women back from taking on jobs that are normally considered male

One identified contributor to women's slower than expected assent into leadership is the persistence of assumptions and stereotypes that women are intrinsically "communal" or "dependent" and "passive", and therefore, lack the capacity to succeed as leaders. (National Academy of Sciences National Academy of Engineering Institute of Medicine of the National Academies, 2006 as cited by Isaac, Kaatz & Carnes, 2012).

Nadler and Stockdale mention how women face the most challenges in receiving higher positions in the workforce (282+). Nadler and Stockdale claim that women are viewed as competent, but individuals who are both competent and likeable are most likely to be promoted (287+). Nadler and Stockdale declare, “Women endeavoring to succeed in a masculine work role, such as upper management, currently face obstacles based on their perceived gender role” (283+). Women who succeed in earning a managerial position will have to eventually pay the cost of receiving that position (Nadler and Stockdale 282+). Many women will postpone relationships or having children to succeed in the workforce (Nadler and Stockdale 282+). Nadler and Stockdale add that women

A factor that affects female leadership is prejudice. As Northouse (2016a) notes, stereotypes regarding gender are deep-rooted and difficult to change. Stereotyping can affect perceived future success at school or at work. Throughout history, most leaders have been male, so

Throughout the twentieth century women find it an uphill struggle to gain formal equality with their male counterparts. Women have taken to the forefront in starting their own businesses yet they trail far behind their male counterparts in positions of corporate management. Women are continuously faced with discrimination in the market place and the opportunity for self-advancement is stark. They are tied to inferior positions, and are segregated to two roles: primary responsibility for domestic affairs as well as for their work outside the home. Henceforth, the stigmas surrounding the role of the woman affect the female experience as they are pressured to be the primary caregivers yet are made to feel isolated in a hegemonic society. This

Thesis statement: Leadership depends on the leader’s leadership style and there way of communicating ideas rather than the leader themselves. Both women and men believe in similar leadership styles however women prefer a more participative leadership approach.

Since the 1990s, advancement towards gender equality has slowed for three main reasons: people's attitudes, occupations, and the gender age gap (Scarborough, 2018). Data was collected to figure out if gender equality played out in management by examining three major factors: women's representation in management, the occupational gender segregation among managers, and the gender wage gap across managerial positions (Scarborough, 2018). It was found that women's representation in management positions is at an all-time high with 4.5 million new jobs created since 1980, women obtaining a majority of them. However, with the increase of women's representation in management, there has been an increase in occupational gender segregation of managers. In 2010, it was discovered that there were female-dominated and male-dominated occupations with female managers concentrating in people-centered caring skills and men concentrating in production-centered skills (Scarborough, 2018). Keeping in mind these issues from the past, it is also critical to recognize the challenges we face

Statistics show that women assume a greater responsibility of the household duties and childcare, compared to men. This can lead to burn out and stress, and more importantly the lack of aspiring to apply for higher level leadership roles (Andrea, 2015). Nevertheless, as previously noted, women have been making progress in the workplace, despite the obstacles they continue to face, but while researchers continue to further investigate where the gaps in gender and leadership lie, there are some actions organizations can take immediately to help attempt to decrease this gap. For example, data tells us that there is a need for work life balance, especially when it comes to working mothers. Organizations can foster a supportive environment for workingwomen with children by providing more flexible work options and even professional part-time opportunities. Further, Andrea (2015) believes that when organizations do “create more flexible work arrangements for men and women alike [they] may find they are better able to maintain a healthy pipeline of future leaders who would have otherwise opted out of the leadership track” (para. 6). Encouraging work life balance is beneficial for workingwomen, especially to help alleviate some stress and pressure; however, we must also consider 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.

This complete Handbook specifically presents commissioned unique essays on the communal roles and contexts women face in management and business, women’s role as leaders in management and business, procedures of the organization influencing women, work-life issues and particular career women’s issues in the fields. These essays assist in shedding light on the existing practices and structures of the organizations and society which facilitate or constrain the success, quality of life, treatment, and representation of women. hence, it is worth reading as it expounds well on the topic.

They found out that female and male leaders have equal concern for the task. However, women manifest more concern for an interpersonal relationship than men (Eagly and Johannesen‐Schmidt, 2001). Moreover, using Blake and Mouton (1964) framework, women show a more democratic (or participative) style, which facilitates collaboration, and less autocratic (or directive) style, that don’t enhance followers’ creativity. Thus, according to the contemporary standard, women manifested more appropriate traits for being an effective leader.

Those days have since past. As women are achieving higher levels of education and are being employed in more prominent positions, their leadership roles in family organizations have increased. Many young women are refusing to accept the rule of "primogeniture" (Nelton, 1999). Primogeniture is defined as a birthright or an inheritance. Although women are making great strides in this arena, there is still the feeling out there that the son should be considered first and the daughter as a second option, only if there is no son or if the son declines the offer. But, Nelton says that, "young women by and large feel that if they want to go into the family business, the opportunity is there." In each of the cases described by Nelton, the fathers encouraged their daughters to become involved in the family business. As well, each father let his daughter run the show once she was named CEO-the surest sign of support (Nelton, 1999). In more and more families and in business in general, gender is becoming not an issue. As roles increasingly change on the home front, the business world will soon mirror the changes taking place in the family structure. Nelton also urges women in leadership roles to not lose sight of the bottom line. She says it is "easy for women to get caught up in the management of people" (Nelton, 1999). She goes on to say that if you cannot prove that you are also profit-driven, you will never make it to the successor level.

The purpose of this article was to examine women’s and men’s leadership styles, the effectiveness of the different leadership styles, and the true determination of effectiveness as a woman leader (Appelbaum et al, 2003, p. 43). The article present research conducted for theories examined. Comparing this week’s work assignment to this article, I notice a linkage to a few items. The comparable list that is closely related to parts of theories in the reading assignment are gender stereotypes; different leadership style effectiveness; developmental opportunity, and experience. All of these different topics are related to the Leadership Labyrinth.

More and more women now perceive employment and career paths are critically important to them and that parenting as an option is currently unattractive since they feel that parenting is incompatible with their career. Working women have the sense if they want to be succeeded; doing dual role both office and family is totally out of the question. On the other hand, if they prefer to multitask between office and family, almost certainly they will end up having “mommy track” labeled by the organization. The current greatest fear will be when working mother

Since 1970 the number of women in management has increased rapidly, with the overall proportion of women managers increasing from 16% to 40%,despite this the proportion of women in top management roles is was less than 3% in the 1990’s (Powell, 1990). This demonstrates that women are still