Ibm Ceo Virginia Rometty

"In 1950 about one in three women participated in the labor force. By 1998, nearly three of every five women of working age were in the labor force" (Heatherfield, n.d., para. 4). In 2008, the U.S. Department of labor estimates that women will make up 48% of the workforce (Heatherfield, n.d., para. 6). As the number of women in the workforce rises so do the numbers of women who hold higher titles such as Chairman, CEO, Vice Chairman, President, Chief Operating Officer, Senior Vice President, and Executive Vice President. This number has increased from 7.3% in 2000 to 9.9% in 2002 (Diversity statistics, 2006).

Indra Nooyi’s success story serves as an inspiration for many people including myself. She led an organization successfully and without sacrificing who she are culturally. It’s not a simple task and yet she faces different challenges every day. She also said that leadership is hard to define and good leadership even harder. But if you can get people to follow you to the ends of the earth, you are a great leader.

In the article, “Dads of Tech,” Astra Taylor and Joanne McNeil argue that women are underappreciated and less significant in the workplace compared to men in the same positions. When it comes to

2a. Source B is a panel discussion between 5 different parties that were interested in discussing women and their troubles within the corporate world. The moderator during the discussion was Barbara Jones, senior editor of Harper's Magazine. The discussion took place in 1997 following the resignation of Brenda Barnes, the CEO and president of Pepsi-Cola North America. She decided to resign to be able to spend more time with her children. Media considered her a “casualty of anxiety and ambivalence forced on women by the terms of corporate success.” (Giving women the business: on winning, losing, and leaving the corporate game.Panel Discussion. n.d.) Many women felt her quitting put them back a long time because she had worked so hard to gain that position to quit and stay home with her children. Women had to fight so hard to get to the top, they felt she shouldn't have told them the reason she was quitting was due to her wanting to be a stay at home mom. Feminism had just began to really gain acceptance during this time in the 1990’s and the discussion talks about corporate culture and how women could succeed when odds were

Through her almost twenty years of service as manager, she has obtained many experiences that have shaped her into the manger she is today. She has come across many different forms of leadership. Some people

With no education, Madam Walker built a prosperous enterprise and shattered early 20th century norms. She is an accomplished woman and has become a symbol of female empowerment in my life. Her business, philanthropy, and rise to success are inspirational. I was lucky to cross her path. Madam Walker become a figurehead during a difficult moment in my life and academic career. I felt discouraged by financial and academic obstacles that were presented in front of me. Anxiety crippled me, but Madam Walker straightened me out. Learning about this powerful woman and her stellar work ethic revived me in a

Zaleski addressing her previous attitudes towards women in the workplace not only demonstrates her trustworthiness but also acknowledges the widely held notion that women cannot devote enough time or energy to their careers due to their family responsibilities. By listing out her former opinions and mistreatment of other women she worked with, she recognizes attitudes that many people on the opposite side of the argument hold.

Marisa Mayer, CEO of Yahoo, is one of the most influential leaders in a world dominated by men. After she was named CEO, Vogue magazine ran a biographical article describing her rise to the position. “‘She is really talented. She is really aggressive,’ says Henry Blodget, whose Business Insider site is a partner with Yahoo Finance. ‘She is extremely driven, and that inspires people. Developers are excited about working for a leader like her, someone who says, “I’m in; who’s with me?’’(Weisberg) Mayer started her career as a Google engineer and is credited with creating the Google home page. At 37 years old she was offered the CEO position at Yahoo now turning the tables as she is turning Yahoo into the next biggest thing. As a leader, Mayer

At twenty-three, Carly Fiorina had dropped out of UCLA Law School with no plans about what she wanted to do with her future. However, almost twenty-two years later, she became president and CEO of Hewlett-Packard Company - the first woman CEO of a Fortune 20 company. She was given a mandate by HP’s board of directors to “shake things up” and was later named the "Most Powerful Woman in Business" by Fortune magazine. Prior to joining HP, Fiorina spent nearly twenty years at AT&T and Lucent Technologies, where she held a number of senior leadership positions (Cara Carleton Fiorina. (2014).

Though Fletcher has enjoyed long-term success as a portfolio manager, he stumbles as a team manager. One example is in his relationship with Stephanie Whitney. Though he described is as a “mentor-protégé” relationship, he admits to having little time to train her. While he provided her with general career guidance, he explains that it was her own resourcefulness and initiative that allowed her to ascend from an administrative assistant position to the role of analyst. This transition, as noted by one of her colleagues, was difficult for Whitney and she struggled with establishing her identity as an aspiring portfolio manager. Because of Fletcher’s hands-off approach to managing people, Whitney’s growth was stifled under his management, which was a contributing factor to her eventual resignation.

Deloitte Women’s initiative was successful in the areas that it was targeting. However, it takes a long time to break stereotypes and each problem should be emphasized and worked on separately. Deloitte has to continue Women’s Initiative but to take it a step further. While originally the initiative was focused on the retention and advancement of women to partnership, it could not be the ultimate goal. The main challenge is getting more women in leadership positions. They should be given equal opportunities to advance their career beyond a partner role.

She had just completed her MBA from Harvard Business School in June 2009 and had various job opportunities to choose from; including the US office of an Israeli high-technology equipment firm and a major advertising firm in New

For my research question I will be asking: “How is America making progress on gender equity?” Fundamentally, I believe that women are still misrepresented, and are still facing many challenges in the workplace, especially in the business world. The gender stereotypes play a considerable role in the way the society sees women as leaders. However, it will be judicious to consider the small but noticeable changes that have been made over the past years concerning gender equality in the American workplace.

Angela Ahrendts is one of the most successful women in business of our generation. This is due largely in part to her exceptionally strong leadership skills. Ahrendts’ resume of accomplishments can stack up with the best in the world and includes honors and awards such as, The Most Excellent Order of the British Empire for her services to British business in 2013, The Prime Minister’s Business Advisory Group from 2010-present, Oracle World Retail Awards: Outstanding Leadership 2010, ranked #4 on Fortune’s 2013 top people in business, and ranked inside Forbes’ top 100 Most Powerful Women in business for the past nine consecutive years (Alexander, 2013). Every company that Angela has held a leadership role in has experienced great success. However, despite her many successes and achievements Ahrendts is describe as motivating and humble by her counterparts. This speaks volumes of not only her vast amount of business knowledge, but also to her ability to lead people in an effective, relationship-building manner. After much research on Ahrendts and her work at each company we conclude that she is predominantly a Theory Y leader and supports that with four key styles and traits. Among those are a balance of task-oriented leadership and relationship-oriented leadership, in addition to strong administrative skills and interpersonal skill. Ahrendts uses a combination of all of these styles and skills to effectively lead her subordinates and drive successful

There are several critical issues Mia Foster is confronting. Let’s begin with her first role as a CEO. Although she has had leadership skills as former President, she has yet to prove her talents to Wall Street investors. Second, she is dealing with a global company with operations in US, Dubai, and China; moreover, the financial reporting for each of these operations must be consolidated to one. Lastly, she has to understand Louis Chen and the entire China operations.