Developing Women Leaders: A Guide for Men and Women in by Anna Marie Valerio

By Anna Marie Valerio

Constructing girls Leaders solutions the query “How can we top strengthen girls leaders?” with functional recommendations drawn from present literature and the author’s own interviews with high-achievers in significant US businesses and universities.Presents research-based, functional recommendations to assist humans in agencies increase proficient womenDescribes what businesses and contributors want to know approximately management advantage, character, and management stylesExplains gender-related concerns that impact the behaviors of either men and women at workIntegrates first-hand debts via high-achieving men and women from significant US businesses and universities approximately their management experiencesSeparate chapters addressed to CEOs and Human source executives, managers, and ladies supply functional feedback to enforce of their agencies, utilizing examples from a few 'best perform' companiesHas relevance around the diversity of all organisations together with Fortune 500 businesses, educational associations, non-profit enterprises and small businessesHas importance for each point of society – company, govt, legislations, households, careers, and well-being

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Extra resources for Developing Women Leaders: A Guide for Men and Women in Organizations (TMEZ - Talent Management Essentials)

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Because the lessons of history remind us that the consequences of bad leadership, whether for an organization or a government, can be so calamitous that they can affect the well-being and the economic health of masses of people over decades and whole lifetimes. Stated more positively, in an increasingly diverse, complex world, our understanding of those factors can help us grow the pools of talented people and prepare them to be tomorrow’s leaders. Although writing and theorizing about leadership has been around for centuries, modern organizations and contemporary management science have defined leadership in ways that enable us to use some language to introduce ideas and communicate with each other.

This top-down style of leadership in which decision making was in the hands of a few leaders at the top of an organization was prevalent through the 1980s, when the WWII Women’s Leadership Invites Questions and Requires Answers 17 generation still occupied positions of power in organizations. But there have been driving forces and technological advances since the 1990s that have brought momentous changes to the way in which work is performed in organizations. Some of these driving forces are listed in the box below.

Suggested for use expressly for the ideas in this volume, these three “categories of gender issue concerns” encompass absolute, transitional, and fairness concerns. Absolute gender concerns deal with the absolute differences between the genders such as those involving motherhood and physical differences. For example, because females are the ones to nurse infants, there is an absolute or unconditional quality to such issues as whether or not to include lactation room facilities in building designs or renovations.

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