Search

The pessimistic scenario for ‘women in information communications technology’ and for ‘women in technology’ generally is even more paradoxical and insidious with respect to ‘women in computing’. Studies within this field not only report insignificant improvement in the proportion of women in Western countries’ computing fields but also alert us of a declining trend. Moreover, that decline has been accompanied – or even preceded – by years of research and programs that have specifically focused on increasing women’s participation in computing; however, they have not had the expected effect. More surprisingly, there has been a significant increase in the representation of women in all other science-related fields and professions. Our aim is to provide some clues to fight the feeling of inexorability that may be entailed by the research on women in computing. We will argue that part of the problem is related to the static nature of the research deployed around the problem of ‘women in computing’, primarily, the research constructed around the ‘leaky pipeline’ metaphor. We provide a synthesis of the critiques this research has received in recent decades and highlight research trends that render other landscapes visible when studying ‘women in computing’. These trends help us question how we are conducting research within this field and urge us to problematise assumptions about computing and gender that we may paradoxically continue to reproduce even while denouncing the paucity of women in computing and studying the reasons for this state of affairs. In short, we present the need for different researchers’ eyes that allow different landscapes of women and computing to be seen and produced. [ABSTRACT FROM AUTHOR]

The main purpose of this study is to investigate gender differences in leadership styles and in organizational outcome variables, together with the influence of organizational/contextual variables on leadership styles in female and male participants in Spain. The sample comprised 226 participants (35 leaders and 191 subordinates) belonging to 35 work teams. The general findings show that only 2 of the 10 tested leadership styles are different for female and male leaders. Specifically, subordinates rate female leaders as more autocratic and negotiating than men, and this evaluation varies according to the subordinates' sex. We also found that some differences in the rating of female and male leaders depend on whether the organization is stereotypically feminine or masculine. [ABSTRACT FROM AUTHOR]