Adapa / Sheridan Inclusive Leadership

Negotiating Gendered Spaces
1. Auflage 2018
ISBN: 978-3-319-60666-8
Verlag: Springer Nature Switzerland
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 280 Seiten

Reihe: Progress in Mathematics

Examining perceptions of leaders which are dependent on social and cultural contexts, this edited collection argues that in order to thrive and to understand the future business landscape, leaders must be inclusive and create followership. With existing research tending to conflate leadership roles with notions of masculinity and agency, this study provides examples of how to alter and challenge prevalent stereotypes and ultimately contribute to greater organisational effectiveness. Addressing the under-representation of women in leadership roles, contributions explore inclusivity and exclusivity in leading organisations, the politics of gendered differences and the value of leader-follower dynamics. Inclusive Leadership will be of great use to business leaders, employees, policy-makers, and academics seeking practical implications for formulating effective leader-follower strategies in organisations.

Sujana Adapa is Senior Lecturer in Management (Strategy & Marketing) in the UNE Business School at the University of New England, Australia.  She has published widely in international journals, including Critical Perspectives on Accounting, the Journal of Cleaner Production, the Australasian Journal of Information Systems and the Australasian Journal of Regional Studies.Alison Sheridan is Professor of Management and currently Head of the UNE Business School at the University of New England, Australia. She has been teaching and researching the experience of women in paid work, including their representation on boards, for more than two decades.  Her research often focuses on regional context and her work has appeared in Gender Work and Organization, Gender and Education, Corporate Governance: An International Review and the International Journal of Human Resource Management.

Autoren/Hrsg.

Adapa, Sujana

Sheridan, Alison

Inhaltsverzeichnis

1;Foreword;7
1.1; Introduction;7
1.2; References;10
2;Preface;12
3;Series Note;17
3.1;References;20
4;Acknowledgements;22
5;Contents;23
6;List of Abbreviations;25
7;List of Figures;27
8;List of Tables;28
9;1: Leadership from the Margins: Practising Inclusivity with ‘Outsiders Within’;29
9.1; Introduction;29
9.2; Outsiders Within in Leadership;31
9.3; Outsiders Within Among Chinese Australians;34
9.4; Andrea;37
9.5; Inclusive Leadership from Outsiders Within;41
9.6; Conclusion;43
9.7; Notes;44
9.8;References;44
10;2: Champions for Charities: Exploring Inclusive Leadership in the Non-profit Sector in Australia;49
10.1; Introduction;49
10.2; Gender Representation and the Non-profit Sector;50
10.3; Theoretical Framework;52
10.3.1; Model the Way;54
10.3.2; Inspire a Shared Vision;55
10.3.3; Challenge the Process;55
10.3.4; Enable Others to Act;55
10.3.5; Encourage the Heart;55
10.4; Research Design;56
10.5; Results and Discussion;57
10.5.1; Leadership Challenge Framework;58
10.5.2; Inspire a Shared Vision;58
10.5.3; Enable Others to Act;59
10.5.4; Model the Way;60
10.5.5; Challenge the Process;62
10.5.6; Encourage the Heart;63
10.6; Conclusion and Implications;63
10.7;References;66
11;3: Female Leadership Within the Military: The Influence of Neoliberal Institutionalism;71
11.1; Introduction;71
11.2; Insights from the Relevant Literature;73
11.2.1; Neoliberalism;73
11.2.2; Leadership;73
11.2.3; Entrepreneurship;74
11.3; A Case Study of Female Leadership in the UK Military;77
11.3.1; Overview;77
11.4; Research Framework;78
11.5; Findings from the Study;80
11.5.1; Theme 1: Women Needed to Navigate Institutional Structures to Enhance Leadership Potential;80
11.5.2; Theme 2: Leadership Legitimacy;80
11.5.3; Theme 3: Institutional Processes that Provide Access to Leadership Roles Within the Military Are Gender Neutral but Are Not Gender Blind;81
11.5.4; Theme 4: Women Who Seek Senior Leadership Roles Within Defence Act Strategically by Adopting a ‘Calculus’ Approach to Leadership Role Selection;83
11.5.5; Theme 5: Context Plays a Role in Leadership Selection;83
11.6; Conclusion;84
11.7; Note;86
11.8;References;86
12;4: Small and Medium-Sized Accounting Firms in India: Inclusive or Exclusive Leadership?;95
12.1; Introduction;95
12.1.1; Small and Medium-Sized Accounting Firms in India;97
12.1.2; Indian Accounting Firms;98
12.2; Literature Review;99
12.2.1; Inclusion;100
12.2.2; Inclusive Leadership;100
12.2.3; Inclusive Leadership: Gendered Work;101
12.3; Methods;102
12.3.1; Demographic Profile of the Respondents;104
12.4; Results and Discussion;105
12.4.1; Core Competencies of Inclusive Leadership;105
12.4.2; Creation of Gendered Workspaces;107
12.4.3; Common Identification of ‘Expert Work’;110
12.4.4; Characteristics of Firm Size and Gender;111
12.5; Conclusion;114
12.6;References;116
13;5: The Same or Different: How Women Have Become Included in Corporate Leadership in Australia;121
13.1; Introduction;121
13.2; Theory and Research Questions;124
13.3; Method;125
13.4; Findings;126
13.5; Female Sample;129
13.5.1; Director;129
13.5.2; Prior Experience;132
13.5.3; Human Capital: Roles and Location;133
13.5.4; Customers and Work;134
13.6; Male Sample;136
13.6.1; Business;136
13.6.2; Human Capital: Experience, Age, Networks and Service;136
13.6.3; Career;139
13.6.4; Executive;139
13.6.5; Combined Samples;141
13.7; Analysis;142
13.7.1; Leadership Theory and Inclusive Leadership;143
13.8; Conclusion;144
13.9; Notes;146
13.10;References;149
14;6: Examining the Politics of Gendered Difference in Feminine Leadership: The Absence of ‘Female Masculinity’;153
14.1; Introducing Feminine Leadership: Towards a Contradictory Reading;153
14.2; Leadership and Gender: From the Construction to Constriction of Femininity;157
14.3; The Politics of Gendered Difference in Leadership: The Absence of ‘Female Masculinity’;160
14.3.1; Female Masculinity;160
14.3.2; Female Masculinity and the Implications for Female Leaders;162
14.4; Feminine Leadership and an Ethics of Leadership;165
14.5; Exploring an Ethics of Sexual Difference;166
14.6; Discussion: Leadership as an Ethical Encounter of Difference;168
14.7;References;171
15;7: Leaders and Followers: Co-constructing a Creative Identity;178
15.1; Introduction;178
15.2; Creativity and Innovation;179
15.3; The Creative Individual;181
15.4; Creative Identity Work Within Organisations;182
15.5; About Identity and Identity Work;182
15.6; Identity Work Within the Organisational Context;183
15.7; Experiencing Identity Tensions;185
15.8; Amplified Identity Work and Disidentification;185
15.9; Leaders and the Construction of a Creative Identity;187
15.10; A Model of Leadership and Creative Identity Work;189
15.11; Leadership Styles, Gender and Identity Work;190
15.11.1; Gender and Identity Construction;191
15.11.2; Gender Stereotypes;191
15.11.3; Gendered Leadership Behaviour;192
15.11.4; Feminine Leadership and Creative Identity Work;193
15.12; Conclusion;195
15.13;References;196
16;8: Promoting Healthy Leader–Follower Dynamics to Enhance Workplace Equality;206
16.1; Introduction;206
16.2; Gender Pay Gaps and Glass Ceilings;208
16.3; The Personal Is Political;209
16.4; Think Manager: Think Male;211
16.5; Structural Change Mechanisms: EEO Legislation, Affirmative Action and Quotas;213
16.6; Stalling of Progress Toward Equality;216
16.7; Leadership Styles and Leader–Follower Dynamics;218
16.8; A Leader’s ‘Charter for Equity’;219
16.9; The Case for Change;222
16.10; Conclusion;224
16.11;References;225
17;9: Revisiting the Strategic Leadership Paradigm: A Gender Inclusive Perspective;230
17.1; Introduction;230
17.2; Inclusivity, Inclusive Leadership and Leader’s Inclusiveness;232
17.2.1; Inclusivity and Inclusiveness;232
17.2.2; Inclusive Leadership and a Leader’s Degree of Inclusiveness;233
17.3; Strategic Leadership: Exclusive or Inclusive;236
17.3.1; From Strategy to Leadership;236
17.4; Strategic Leadership: A Paradigmatic View;236
17.4.1; Origins and Evolution of Strategic Leadership as an Exclusive Paradigm;237
17.4.2; Moving Toward an Inclusive Paradigm for Strategic Leadership;239
17.4.3; Advancing an Inclusive View of SLP: The Importance of Gender Inclusivity;243
17.5; Proposing a Research Agenda for Inclusiveness (Gender) in Strategic Leadership;247
17.6; Implications;248
17.7; Concluding Remarks;249
17.8; Notes;250
17.9;References;250
18;Appendix 3.1: Interview Question Set;256
19;Index;258