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Despite some recent advances, women face more difficulties in accessing management positions. Previous research analyzed several types of barriers contributing to the maintenance of the glass ceiling, including factors such as gender stereotypes, difficulties in work–family balance, human resource policies, difficulties in accessing networks, organizational culture, and higher demands for women to demonstrate their value. The perception of the gender barriers can be different or may have a different value depending on the characteristics of specific organizations, teams, jobs, and employees. In this study, we develop the scale “TOP WOMAN” (Testing the Obstacles to Promotion of WOmen to MANagement) to measure barriers to women's promotion. The TOP WOMAN scale was carried out in a large sample from the financial sector in Spain (n = 1304 workers). The scale, composed of 33 items, identified seven dimensions: differential performance appraisal, gender stereotypes, work–family balance, motivational barriers, unfair human resource practices, organizational culture barriers, and barriers to accessing influential networks. The TOP WOMAN scale offers a practical tool to human resource managers to analyze the situation of gender discrimination and to implement best practices in their own organization.

This research aims to reveal the relationship between queen bee syndrome, glass ceiling and resilience. Accordingly, answer to the question regarding the female teachers’ views on the factors that affect queen bee syndrome, glass ceiling and resilience. The research tested the theoretical model which shows the relationship between queen bee syndrome, glass ceiling and resilience and the factors were modeled. The model was modified by removing the dimensions of family life, self confidence and stereotyped biases related to the glass ceiling. Having a relational survey model, the research used stratified sampling method to determine the target population. The research sample held a total of 377 female teachers working in public schools in Antalya province. This research deployed “Queen Bee Syndrome”, “Glass Ceiling” and “Resilience” scales developed by the researchers. SPSS 13.00 and LISREL 8.70 statistical package programs were used during data analysis. The research findings suggested that female teachers were free from any no solidarity behavior. A significant relationship was identified across queen bee syndrome, glass ceiling and resilience. There was also found a high relationship between queen bee syndrome and glass ceiling but a low and positive correlation between queen bee syndrome and resilience. A negative and low relationship was noted between resilience and glass ceiling., Bu araştırmanın amacı kraliçe arı sendromu, cam tavan ve yılmazlık arasındaki ilişkiyi belirlemektir. Buna bağlı olarak kadın öğretmenlere göre kraliçe arı sendromu, cam tavan ve yılmazlığı hangi faktörlerin ne derece etkilediği sorusuna da yanıt aranmaktadır. Bu araştırmada kraliçe arı sendromu, cam tavan ve yılmazlık arasındaki ilişkiyi ortaya koyan teorik model test edilmiş, faktörler modellenmiştir. Geliştirilen modelde cam tavana ait alt boyutlardan aile hayatı, öz güven ve kalıplaşmış ön yargılar atılarak model iyileştirilmiştir. Araştırma ilişkisel tarama modelinde yürütülmüş, hedef evreni belirlemede tabakalı örnekleme yöntemi kullanılmıştır. Araştırmaya Antalya ilinde kamu okullarında görev yapan 377 kadın öğretmen katılmıştır. Araştırmada araştırmacılar tarafından geliştirilen “Kraliçe Arı Sendromu”, “Cam Tavan” ve “Yılmazlık” ölçekleri kullanılmıştır. Verilerin analizinde SPSS 13.00 ve LISREL 8.70 istatistik paket programlarından yararlanılmıştır. Araştırmadan elde edilen bulgulara göre kadın öğretmenler arasında dayanışma davranışı büyük ölçüde bulunmamaktadır. Araştırmaya göre, kraliçe arı sendromu, cam tavan ve yılmazlık arasında ilişki bulunmaktadır. Kraliçe arı sendromu ile cam tavan arasında yüksek ancak yılmazlık ile arasında düşük düzeyde pozitif ilişki; yılmazlık ile cam tavan arasında ise negatif ve düşük düzeyde ilişki bulunmaktadır.

International statistics and studies emphasise the gender imbalance in high managerial levels. According to the literature review the undereppresentation of women in high levels is related to the “Glass Ceiling” phenomenon. These are barriers that hinder the career progression of women. According to the Gender Organization Structure model, these barriers are divided into three categories: Individual, Social and Organizational. The purpose of this study is to find out how do perceptions about these barriers vary according to five demographic variables (age, marital status, education, managerial position and experience) of women at managerial levels in commercial banks in Albania. The Kruskal-Wallis test is used to test the differences in perception of barriers. The results of the study show that: women’s perceptions about individual barriers vary according only to the managerial level; women’s perceptions about social barriers vary only according to age and maritual status; women’s perceptions about organizational barriers vary only to marital status.

This paper examines young women university students’ expectations of gender inequalities in the workplace, drawing upon semi-structured interviews with 21 young women at three mid-high ranking univ...

Purpose The purpose of this paper is to explore the perceptions of barriers to career progression among female university students. While significant literature has examined career enhancement in the context of employed women, little work has explored the perceptions of future career challenges of females about to enter the workforce and embark on their careers. This study derives its motivation from research findings that confirm that women need additional focused preparation for career advancement opportunities. Design/methodology/approach The study used a sample of 484 Indian female university students located in the United Arab Emirates and India. The study uses the established Career Pathways Survey scale (Smith et al., 2012a) to measure the four dimensions Denial, Acceptance, Resignation and Resilience to career progression. Structural equation modeling was used to model the four constructs as indicators of perceived barriers to progress. Findings The study finds that among the female students about to embark on their career journey, there is a strong desire toward achieving career success. The model is validated by the use of a structural equation model, and findings indicate that there is a strong sense of Resilience and an element of uncertainty about whether perceived career progression will be satisfying overall. No significant differences were observed in the perceptions across the two geographical locations. The findings suggest that continued efforts in preparing female graduates for career success are warranted. Practical implications The Career Pathways Survey may be a useful method to assist young women in identifying their career goals prior to entering the workforce. Interventions through training programs during their higher education may be beneficial in addressing perceptions that might hinder their later career growth. Originality/value This paper contributes to the understanding of the perceived barriers to career progression for women. Prior research has concentrated on career progression in the context of employed women. This study extends that work to understand the perceptions of women about to embark on their career journey.

The metaphor “glass ceiling” does not accurately articulate the complexities of experiences had by women as they progress in their professional career. The leadership labyrinth serves as a theoretical framework to describe the intricacies of women’s journeys throughout their professional career and personal life. The framework implies that there are walls all around and that the journey for women is complex. Human capital, gender differences, and prejudice influence women’s decisions about their professional trajectory in collegiate recreation. Using interviews of 36 women, this qualitative study used a phenomenological approach that concentrated on the direct experience of women. The study explored the trajectory of women working in collegiate recreation to understand their lived experience. Results from this study indicate four distinct themes: barriers, mentorship/allyship, self-efficacy/competence and interventions. The findings for this study provide insight into how mentors and supervisors can address organizational culture and support women’s leadership development while working in collegiate recreation. The study offers discussion and implications for future research and practice to address the complexities women experience while navigating their passage through the leadership labyrinth.

Purpose The purpose of this study is to capture the journey of the first female leader in sports management in her country in the south-east Asian region for their National Sport and the values and behaviors enabling her to achieve it. Design/methodology/approach The study uses a mixed-methods case study design, quantitative and qualitative outcome measures, to assess the career progression of the first female executive director of a national sporting organization in her country, namely, BWN and her involvement in a two-week intensive sports management, leadership and development program. Findings A professional and courageous approach to identify and implement honest and evidence-based solutions were key for BWN’s success. BWN complemented professionalism with soft skills, clear communication and an outcome-based approach to challenging situations, successfully influencing change within her national sporting organization. This female leader is an inspiring role model for other women and her professionalism her most influential value driving innovation in sports management and organizational change. The positive impact she had in her community highlights the significant contributions female leaders can have within the sports leadership context, given the opportunity and scope to do so. Originality/value For the first time in her country, the unsolicited and unprecedented evidence-based approach, professionalism and proactivity assisted BWN with her colleagues accepting her as the first woman on the executive board of her national sporting body of one of the most celebrated national sports. Breaking the mold with unexpected (positive) behavior might be the secret to further breakthroughs for women in sports management.

The glass ceiling is a vertical segregation of women from top positions and hinders women's advancement in organizations at top positions. The study was focused to investigate the effect of the determining factors on the glass ceiling in the career advancement of women in HEIs. The study was quantitative and a multistage sampling technique was used to draw the population sample of the study. Total 154 faculty members from three public sector universities were selected. To achieve the research objectives, descriptive statistics, test of independence, and multiple regression analysis were applied to investigate the significant predictors of the glass ceiling effect. The results revealed that there was an association between the gender of the faculty member and the designation. Further, the factors "Perceived discrimination" (β = .134, p < .01) and "Male dominating culture' (β = .295, p < .001) were found the significantly determined the glass ceiling. Based on the findings of the study it was recommended that to control the glass ceiling effect for women, HEIs must include the blind review-based promotion and selection criteria at least for top management positions.

The current research challenges the assumption that the presence of women in leadership positions will automatically "break the glass ceiling" for other women. We contend that it is not just a female leader's presence, but also her performance, that influences evaluations of subsequent female candidates for leadership positions. We argue that the continued scarcity and perceived mismatch of women with high-level leadership increases gender salience, promoting perceptions of within-group similarity and fostering an evaluative generalization from the performance of a female leader to the evaluations of another, individual woman. In 5 studies, we demonstrate that the effect of exposure to a female leader on another woman's evaluations and leadership opportunities depends on whether she is successful or unsuccessful (Study 1) and whether she confirms or disconfirms stereotype-based expectations about women's leadership abilities (Study 2). Supporting the role of gender salience and shared group membership in the process, we show that this effect occurs only between women in male gender-typed leadership roles: Evaluative generalization does not occur between women in contexts that are not strongly male in gender type (Study 3) and is not observed between men in male-typed leadership (Study 4). We also explore whether there is evaluative generalization between male leaders in a female-typed context (Study 5). Our results suggest that overcoming gender imbalances in leadership may not be as simple as targeted placement, and that having women in high places should not induce complacency about the elimination of gender bias. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

In March 2018, the American Association of Directors of Psychiatric Residency Training (AADPRT) formed the Diversity and Inclusion (D&I) Committee. One of the committee’s goals was to understand the AADPRT membership’s composition and their perceptions of D&I. This study’s objective was to identify the demographic characteristics of the AADPRT membership. Program directors were invited by email to participate in an anonymous survey. The survey collected participants’ demographic information including gender, race/ethnicity, training background, age, disability/differently abled status, job role, geographic region where their program is located, type of program, and their program’s community setting. Two hundred fifty six of 657 AADPRT members (39%) completed the survey. Respondents were mostly White (64.5%) followed by Asian/Southeast Asian (17.6%), Hispanic/Latinx (4.3%), and Black (1.6%). Only 13.3% of the participants were international medical graduates. Women were more prevalent (61.7%) than men (37.5%), and 9.4% self-identified as members of the LGBTQ+ Community. This study represents the first systematic investigation into the diversity among psychiatry program directors throughout the USA and Canada. Future qualitative studies are needed to better understand the reasons behind this initial study’s findings. Potential concerns requiring exploration include the possibility of the program director role serving as a “glass ceiling” for some women and a “leaky pipeline” in academia for groups underrepresented in medicine.

In recent years there has been considerable progress in the development, validation and use of violence risk assessments (VRA). Their predictive ability however remains modest and, due to the repetitive use of certain risk factors, collectively, they appear to have hit an allegorical ‘glass ceiling’. Further limiting VRA is the use of self-report, collateral information, and file reviews to assess clinical and risk-related factors, rather than validated performance measures. Correspondingly, converging findings from neuropsychology and neurobiology have underlined brain regions associated with violent behaviour and subsequent research has further demonstrated this through observational studies. Thus, it is hypothesised that VRA may benefit from the integration of behaviourally measured neuropsychological risk factors. The current study is a feasibility and pilot study with a prospective, observational approach and a retrospective component. It aims to investigate the feasibility of using a neuropsychological battery to aid in the identification of violence risk in an inpatient and community setting, and to pilot a neuropsychological battery of measures examining risk factors for violence identified through a meta-analysis and an international Delphi study. The primary outcomes of interest are violent incidents or offences recorded during the 6-month follow-up periods.

This longitudinal study explores the relationships between glass ceiling beliefs (i.e. denial, resilience, resignation, and acceptance) and the outcomes of work commitment and work turnover intention, mediated via work engagement, across two time waves. Using data collected from 400 women employees (mean age = 36.67 years) from the banking sector in India, the study found support for the mediating role of work engagement between glass ceiling beliefs and both work commitment and work turnover intention over time. Glass ceiling beliefs of denial and resilience were related positively to work engagement and commitment and related negatively to turnover intention over time. Resignation and acceptance were related negatively to work engagement and work commitment and related positively to work turnover intention over time. Apart from theoretical implications to the career literature, the organizational implications of this study include framing policies that focus on development of optimistic beliefs and transformation of pessimistic beliefs.

We explore the labor market effects of gender and race by examining board leadership appointments. Prior studies are often limited by observing only hired candidates, whereas the boardroom provides a controlled setting where both hired and unhired candidates are observable. Although diverse (female and minority) board representation has increased, diverse directors are significantly less likely to serve in leadership positions despite possessing stronger qualifications than nondiverse directors. While specialized skills such as prior leadership or finance experience increase the likelihood of appointment, that likelihood is reduced for diverse directors. Additional tests provide no evidence that diverse directors are less effective.

Fifteen years ago, the British Journal of Social Psychology published a set of studies on male and female academics, documenting that female faculty members were more likely than male faculty members to express stereotyped views of women at the beginning of their academic careers (PhD candidates; Ellemers et al., 2004, Br. J. Soc. Psychol., 43, 3). At the same time, the self-descriptions of female faculty members were just as masculine as those of their male colleagues. Ellemers and colleagues (2004, Br. J. Soc. Psychol., 43, 3) referred to this combination of results as indicating the existence of a ‘Queen Bee (QB) phenomenon' in academia. The present contribution investigates whether the QB phenomenon is also found among current generations of academics, investigating this in two recent samples of academic professionals (N = 462; N = 339). Our findings demonstrate that the phenomenon first documented in 2004 still exists: Advanced career female academics are more likely than their male counterparts to underestimate the career commitment of women at the beginning of their academic careers. At the same time, both male and female academics at advanced career stages describe themselves in more masculine terms than those at early career stages. We argue this indicates a response pattern in which successful women emulate the masculinity of the work environment. To indicate this, the term ‘self-group distancing' might be more appropriate than ‘Queen Bee effect'.

In recent years, despite the fact that women have become more and more involved in business life as a result of economic, social and cultural developments, the proportion of women in the managerial staff and leaders is very low. In terms of female labor force, there are some barriers as well as many advantages. One of these barriers is the glass ceiling syndrome mentioned most often in business world. This is a qualitative research which examines the effects of glass roof syndrome and career barriers on job motivation. The sample group for the research comprises 33 women working in private sector. The findings of the research reveal that women who do not get their deserved promotions have low motivation. Being unmotivated leads some women to reduce their job performances, on the other hand this leads some women to work more motivatedly. Women should be guided and psychological support should be given for career planning in institutions they work for. The absence of gender discrimination and the appreciation of women as a result of their achievements will increase their motivations in workplaces and this will help institutions they work for achieve their goals more quickly.

The motivation of the present study is to investigate the association between perceived glass ceiling and career satisfaction among Indian managers. The study examined the impact of glass ceilings at the career satisfaction level of employees mediated by organization identification and organizational trust. The sample for the present study embraces 237 middle level managers representing organizations in Delhi/NCR. For data analysis, descriptive statistics, correlation and regression were used. Results illustrate that a significant and negative relationship is found between glass ceiling and career satisfaction which implies that if employees feel that glass ceiling exists in the organization, their career satisfaction will be less. The results validate that the impact of glass ceiling decreases after introducing the mediating effects of trust and organizational identification on career satisfaction. The subsistence of the glass ceiling in the organizations will indirectly be fortified due to inadequacies in networking, mentoring, flexible working hours and family friendly initiatives. Therefore, modifying the human resource policies and practices and altering the organizational culture and attitudes of executives shall help organizations preserve their extremely able women workforce.

Gender inequality is usually described as women’s disadvantage, only rarely as men’s advantage. Moreover, it is often illustrated by metaphors such as the glass ceiling—an invisible barrier to women’s career advancement—metaphors that often also focus on women’s disadvantage. Two studies ( N = 228; N = 495) examined effects of these different ways of framing gender inequality. Participants read about gender inequality in leadership with a focus on either women or men, and either without a metaphor ( women underrepresented vs. men overrepresented) or with a women-focused or men-focused metaphor ( glass ceiling/ labyrinth vs. old boys’ club). Metaphors caused participants to perceive gender inequality as (somewhat) more important. Regardless of metaphor use, women-focused descriptions led to more explanations of inequality focusing on women relative to explanations focusing on men, as well as to more suggestions of interventions targeting women at the expense of interventions aimed at systemic changes.

A robust body of research examines factors affecting the likelihood that women experience increasing barriers to promotion in workplaces. However, limited research examines how racialized and gendered processes may intersect and work differently for racially and gender marginalized workers. Specifically, the processes relating to a worker’s ability to reach middle-level management positions (e.g., those managers who oversee a small group of employees) and senior-level management positions (e.g., CEOs and other executive positions) may vary based on workers’ race and gender. Using 2015 EEO-1 data collected by the U.S. Equal Opportunity Employment Commission (EEOC), we examine how the characteristics of a workplace affect Black men, Black women, White men, and White women’s share of middle- and senior-level management. We find Black women and Black men are strikingly under-represented in both middle and senior management in private-sector workplaces. Our results demonstrate that access to middle- and senior-management varies by the characteristics of the workplace and workers’ race and gender. Overall, our findings point to an important implication: Greater oversight of workplaces, including by the EEOC, is associated with marginalized race/gender groups having higher shares of management.

PurposeThis study aims to uncover women’s career advancement (CA) in the hospitality industry, by examining the influence of female employees’ career expectation (CE) and work–family balance (WFB). It also investigated the extent to which organizational commitment (OC) mediates the relationships among women’s CE, WFB and CA.Design/methodology/approachA questionnaire was used to collect data. The data were collected from 525 hotel female employees in China. A structural equation model was conducted with all of the data to test the relationships between the constructs. The individual measurement model was tested using the exploratory factor analysis and confirmatory factor analysis. A structural model was estimated using analysis of moment structures to test all the hypotheses.FindingsThe results showed that women’s CE and WFB positively influenced their OC and CA. Women’s organizational commitment also positively influenced their CA. The results also confirmed that the indirect effect of CE and WFB on CA was mediated by OC.Originality/valueThis study examines how the CE and work–family relationships of female employees in the hospitality industry affect their OC and their CA. The results help female employees to overcome the glass ceiling effect and achieve greater career success. This study seeks to expand the research on the CA of female hotel employees by identifying the factors that influence their CA.

Purpose The purpose of this paper is to examine the effects of the #MeToo movement in the work environment of professional football organizations in Spain. It also explores the current situation of the professional career of women working in this industry to know if the opportunities are equal for men and women to reach management or executive positions. Design/methodology/approach From a gender approach and considering gender as a social structure (Risman, 2004), the authors are going to analyse men and women’s professional careers in football organizations from a three-dimensional gender perspective (individual, interactional and institutional). The objective is twofold: to know the effect of the #MeToo movement in these organizations; and also to know the opinion of both men and women of these organizations concerning gender influence for women’s career progression. The methodology implemented in this investigation is qualitative; 24 in-depth interviews (12 men and 12 women) have been carried out with professionals from different executive positions in both football clubs and organizations. Findings The gender approach improves current knowledge about women’s roles in the football industry. The exploratory analysis of the results shows that although the #MeToo phenomenon is relatively known it has had an indirect impact in Spanish football, where its consequences have not been as visible as in other sectors. Originality/value The paper provides an exploratory approach by analysing the effects of the #MeToo movement in the football sector, an area where almost no previous research has been done. Also, it presents the main factors that influence women’s professional careers in this sector and the significance of the recent #MeToo phenomenon in the football industry.

Glass ceiling refers to the obstruction of opportunities for female employees to get promoted to higher positions, despite being qualified and having achievements, due to gender discrimination. This study aimed to identify the relationship between gender stereotypes and self-efficacy with the glass ceiling phenomenon experienced by female civil servants in Central Java. Sixty female civil servants were involved as samples. This study used three instruments: glass ceiling scale (α = 0.855), gender stereotypes scale (α = 0.933), and self-efficacy scale (α = 0.879). The data was processed using linear regression analysis. The findings revealed that there was a strong correlation (r = 0.803) between gender stereotypes (β1 = 0.377) and self-efficacy (β2 = -0.431) with the glass ceiling phenomenon experienced by female civil servants in Central Java.

Equal education, different returns: Research into gender inequality in the effect of education level on the degree of supervision The aim of this article is to investigate whether the effect of individuals’ education level on the degree of supervision their position holds, differs between men and women and how this has changed over birth cohorts. Drawing on the human capital theory and the glass ceiling metaphor, hypotheses on gender differences in the returns to education and how these change with birth cohort and age, are formulated. The hypotheses are tested using data from the Dutch Labor Supply Panel. We find that the returns to education are smaller for women than for men. This is the case in all age groups and birth cohorts. However, no evidence was found that women from earlier cohorts profit more from their education than women from later cohorts. Women and men born between 1961 and 1970 have the highest returns to education, as well as middle aged women and men.1

Regardless of the notable increase in the women workforce worldwide, their advancement toward the senior managerial designations has remained limited. The obstruction for women to achieve senior-level positions due to gender discrimination is referred to the Glass Ceiling (GC) effect. Gender discrimination persists as a constant setback globally, but it has become an acute problem in developing countries. The key objective of this study is to investigate the glass ceiling effect on women career growth in urban Pakistan. Deductive approach is used to determine the variables which support the GC effect. A total of 150 questionnaires were distributed using random sampling technique among the female employees of Karachi, out of which 100 responded. Data is analyzed using descriptive statistics with the help of SPSS. The study concluded that urban working women are drained with family responsibilities, workload and gender discrimination at work, which eventually results in inefficiency and a high degree of stress. Study findings reveal that the strongest predictor that hinder Women Career Progression (WCP) is Gender Stereotype (GS), followed by Organizational Practices (OP), and the Work-life Conflict (WLC). Based on the study findings it is recommended that the organizations in Pakistan should inculcate equality, encourage diversity in the senior management, offer the women workforce flexible-job arrangements and maternity leaves, and provide day care facilities to the children, to balance the women work-life conflicts.

PurposeWhile women perform as well as their male counterparts at work, women are drastically underrepresented in the onboarding process to senior leadership. The link between occupational self-efficacy and the role it may play in how men and women make decisions about work has not been done. The purpose of this study is to examine potential differences of occupational self-efficacy, career aspirations and work engagement between women and men.Design/methodology/approachOnline surveys were created and sent out as emails and on social network sites including Facebook, Twitter and LinkedIn.FindingsFindings indicate that occupational self-efficacy has positive effect on career aspirations of women in the workplace. Further, there was no statistically significant difference between occupational self-efficacy and work engagement between men and women. However, men were found to have statistically significantly higher career aspirations than women do.Research limitations/implicationsWhile men and women do not differ in occupational self-efficacy or work engagement, men do have higher career aspirations than women do. Although women may believe they can accomplish challenging tasks in the workplace, it does not mean this belief is acted upon.Practical implicationsThe study highlights the importance of occupational self-efficacy and its relation to career aspirations. Individuals who are high in occupational self-efficacy may set their own path in advancing within their career. However, individuals who are low or moderate in occupational self-efficacy may require further encouragement and development using additional resources as a catalyst for advancement guidance. While no differences were found between men and women in occupational self-efficacy, human resource practitioners should develop those individuals who are low or moderate in occupational self-efficacy with coaching, training and/or mentoring to build leadership capacity, increase self-efficacy and career-planning acumen.Social implicationsMen and women behave differently when seeking career advancement and in their career aspirations. For men, advancement is linked to performance whereas women use a multi-pronged approach focusing on preparing for career success and building role competency. Differences in strategy for advancement mean men will actively engage in behaviors to advance even when they do not have the knowledge or experience to perform in the new role. Conversely, women seek to feel competent in a work role prior to seeking it out. Finding ways to mentor women toward higher self-efficacy for their next career advancement will benefit organizations overall.Originality/valueResearch examining the role of occupational self-efficacy and its relation to career aspirations does not exist in comparing men and women.

This study is focused on stereotypes of women as managers. The literature review summariz-es the most common areas of gender stereotypes. In the empirical part we conducted research on a sample of 111 respondents (students). Research data was obtained by administration of translat-ed and adapted questionnaire Women as Managers Scale (L. Peters et al.). Psychometric analysis of the questionnaire was conducted and its factor structure verifi ed. The goal of this study was to create and pilot Czech adaptation of the questionnaire as an instrument for diagnostics of gender stereotypes in different types of organizations (schools, corporate and public sector).

Recently, the phenomenon of gender equality and representation of women in top managerial positions is one of the heightened issues. Although, there is substantial advancement in the presence of women in the workforce, yet the representation of women is limited upper echelons of the organizations. The main aim of present research is to seek the association between perception of glass ceiling and interpersonal conflict with mediating role of self-efficacy and moderating role of masculinity. Cultural norms play a vital role to construct beliefs regarding gender inequalities. A recent study on gender inequalities and Glass Ceiling has suggested for a further investigation on the aforesaid topic in different context. Research methodology is aimed at highlighting the adopted design for the current research by explaining the significance of implied research design in the light of prior researches. In a cross-sectional study, data were collected using a questionnaire from 316 female employees working in different organizations across Pakistan. Results indicate that Glass Ceiling perception is significantly related with interpersonal conflict and self-efficacy. Similarly, the mediating role of self-efficacy was also established between Glass Ceiling perceptions and interpersonal conflict and moderating role of masculinity was also established. Results are discussed with implications both for theory and industry. The current study has focused on mediation of self-efficacy and moderation of masculinity.

Companies are vital agents in achieving the United Nations’ Sustainable Development Goals. One key role that businesses can play in achieving the 5th Sustainable Development Goal on gender equality is implementing training programs for their women executives so they can reach top corporate leadership positions. In this paper, we test the effectiveness of an Authentic Leadership Development (ALD) program for women executives. By interviewing 32 participants from this ALD program and building on authentic leadership theory, we find that this program lifts women participants’ self-efficacy perception, as well as their self-resolution to take control of their careers. The driver for both results is a reflective thinking process elicited during the program that leads women to abandon the stereotype of a low status role and lack of self-direction over time. Through the relational authenticity developed during the program, women participants develop leadership styles that are more congenial with their gender group, yet highly accepted by the in-group leader members, which enhances their social capital. After the program, the women participants flourished as authentic leaders, were able to activate and foster their self-esteem and social capital, and enhanced their agency in career advancement, increasing their likelihood of breaking the glass ceiling.

Purpose The purpose of this paper is to investigate experiences of women working at managerial positions to develop a degendering of leadership. Design/methodology/approach The study was based on interview-based approach to investigate the work experience of a group of around 35 women from a total of 15 different institutions. Face-to-face and semi-structured interviews were conducted to study the leadership experiences within the organizations, unlike the positivist frame that make sense of their association to power structure. The results were analyzed through thematic analysis. Findings The results showed that the gender of a leader is inconsequential, where men and women are treated equally. The working-women at managerial posts have depicted high level productivity and performance in their work. The career advancement of women requires increased commitment and motivation. These factors are significant as they are likely to pose a significant impact on their ability to respond to the environmental influences. Originality/value These findings helped to understand the reasons regarding under-representation of women at managerial positions and gender segregation.

Glass ceiling is the organizational problem for the women that effected their career development. In our society, there are clearly discriminations about social roles between men and women. These disriminations were writtien peoples’ mind from childhood period. Then in future we see these discriminations as stereotype judgements. On the other hand fear is a feeling that affected our whole life. In literature a lot of different fear types were have been holeded from different perspectives. But generally it was accepted as 5 different fear types. These are, work / stres fear, critism / failure fear, unknown fear, death / danger fear and not enough having fear. This result will be stated that Glass ceiling is happened in a different way of fear. This study is planned to clarify that. In this study we apply the experiment on126 women teacher who work in public and this study is stated that for learning what kinds of fear that feels Turkish women teacher for prejudgement in education sector and showing of the results of affects of this problem in our community. The most important result of this study, streotypes is effecting almost all fear types. Since this is a new topic, all this results make important contribution on literature.

The study aimed to investigate the proficiency of women academic leaders in public universities, Pakistan. The transformational leadership approach was used to conduct this study. A semi-structured interview protocol was developed to collect data. A convenient sampling technique was applied to collect data from twenty women leaders from the three public universities of Punjab. The interview questions were based on the six-dimensions of transformational leadership. The deductive method was applied to reach conclusions. The results identified that women academic leaders were not that proficient in their transformational leadership practices since four out of six TL-dimensions emerged crucial in all the three public universities.

The aim of this study is to exhibit the effects of one of the problem faced by the working women while promotion: gender discrimination on the glass ceiling syndrome, consequently to propose solutions to the problem. The study consists of two parts: Literature review and data process. First part is about Gender discrimination, glass ceiling syndrome and management perspectives of discrimination. In the second part two questionnaires, applied to 265 participants (Municipality employees) in Afyonkarahisar/Turkey. First questionary is about the gender equality. Second one is about the glass ceiling syndrome. The data is evaluated by Structural equation model. The study concluded that gender equality perception is influential on glass ceiling syndrome and is influential on demographic factors. Besides, glass ceiling syndrome is also effective when gender, marital status and educational status are taken into consideration. Gender, marital status and education differences which are demographic factors affected the attitudes towards discrimination.

Women face several obstacles and barriers in order to attain high managerial positions as compared to men. They struggle to get fair representation in corporate boards and higher management levels. This is known as ‘glass ceiling’. The present study aims to explore the level of glass ceiling for women (GCW) in terms of its three major barriers, that is, personal barriers, organizational barriers and societal barriers among women managers working in the Indian service sector and identify the impact of GCW on their work engagement level as well as the moderating effect of marital status (single or married) on the relationship of GCW and work engagement. A total of 553 women managers working in the three major industries of the service sector, that is, banking, hospitality and information technology (IT), operating in the state of northern India (Punjab) were selected by using multistage sampling technique. The hypotheses were tested through one-sample t-test and moderated hierarchical regression analysis using ‘Statistical Package for Social Sciences’. It was apparent from the findings of the study that the women managers face glass ceiling in terms of organizational and societal barriers at an above-average level. The study also revealed that the organizational and societal barriers had a major impact of 39 per cent on work engagement. Additionally, marital status of the women managers acted as a moderator between the organizational and societal barriers of GCW and their work engagement level. On the basis of the results, the study provides recommendations to raze the GCW in terms of organizational barriers and societal barriers and to increase the work engagement level among the women managers.