Conclusion

Patricia H. Werhane and Mollie Painter-Morland

This collection of seemingly disparate essays is held together by a number ofoverlapping and important themes, questions and assumptions. A basic assumptionunderlies all these chapters. That assumption is that leadership models are sociallyconstructed, and how they are constructed has very real consequences for womenleaders. The limited number of women in top leadership positions in organizationsattests to the fact that some of these leadership models are gender biased while atthe same time ingrained into our thinking. It is our contention that a lot will need tobe changed to create a space within which women and girls can successfully playtheir leadership roles. The question is: What are the most fruitful ways to go aboutprocuring these changes? We start with an analysis of earlier feminist strategies inorder to develop a historical context for our new proposals.

The women’s movement in the 1960s began as a protest against male domi-nated leadership in education, health care, politics and commerce. Underlying thatprotest was a deeply rooted critique of socially constructed hierarchical modelsof leadership and the attempt to refocus that construction. At least in Americathese individualistic hierarchical models derived their philosophical impetus fromthe 18th individualism on which that country was founded, an almost universallyaccepted viewpoint, as the great French raconteur of America in the nineteenthcentury, Alexis DeTocqueville discovered (De Tocqueville, 1851). The confusion,of course, was a misidentification of individualism with hierarchical and male-dominated models of leadership and the dismissal of Adam Smith’s insight over200 years ago that “Man can subsist only in society. . . All the members of humansociety stand in need of each others assistance. . .” (Smith, 1759; II.ii.3.1) This wayof defining leadership as “Gardner” has dominated most of the literature on lea-dership almost until the twenty-first century. More importantly, the domination ofthat mental model is often depicted as THE definition of leadership rather than asocially constructed (and thus revisable) Western male mindset. It is that mindsetthat is persistently under attack in these essays.

To revise these allegedly traditional mindsets, each essay tries both to challengethe individualistic, hierarchical leadership model and to replace it with new modelsof leadership that are more inclusive, more relational and fit better in this new cen-tury of globalization. We start with an analysis of the options available to women intheir quest for recognition of their leadership roles. It seems that there are basically

259P.H. Werhane, M. Painter-Morland (eds.), Leadership, Gender, and Organization,Issues in Business Ethics 27, DOI 10.1007/978-90-481-9014-0,C© Springer Science+Business Media B.V. 2011

260 Conclusion

the following options: (1) Make the uniqueness claim, i.e. emphasizing the uniqueleadership capacities that women have, and the valuable role it plays within contem-porary organizations. This position mainly draws on women’s capacity for an “ethicsof care” and “transformational leadership”; (2) Make the equality and human rightsclaim, i.e. arguing that men and women have equal rights, equal opportunities andequal capacities; (3) Argue that gender is socially constructed, and that these con-structions do influence, in very real terms, what women, and men, can or cannotdo within their leadership role. Feminist theorists have criticized the “valorization”(1st) and universal humanist (2nd) positions because of the oversimplifications and/or generalizations that characterize these accounts. The hierarchical, binary natureof accounts of gender within the 1st positions and the abstract universalizing char-acteristics of the 2nd position were explained as the result of social constructions,which in and of themselves display specific power interests. The 3rd position there-fore does not deny the 1st or 2nd positions, but argues that both the uniquenessclaim and the equality claim draw on social constructions arising from particularperformative utterances, which often go unchallenged (This schematic analysis isour own, but draws on insights derived from Ely and Padavic (2007)); (4) Thisposition poses various challenges to the social constructivist approach’s preoccupa-tion with language, categories and labels. This could be described as a materialistaccount, which wants to take the embodied reality of women seriously. Some,such as Elizabeth Grosz, point out that nominalist arguments about categories andlabels do not resolve the real and very particular material challenges that womenface. Grosz argues that we should focus on how real material forces enable certainrepresentations, rather than focusing on representation itself (Kontturi and Tiaimen,2007). This critique is also related to the fact that social constructivism oftenuncritically assume that women can easily “reframe” or “rewrite” their own storiesand thereby change their realities. This puts an undue burden on women and alsounderestimates the engrained societal beliefs, prejudices, and material conditionsthat resist conscious reformulation.

In this volume, we started with papers that defend the uniqueness claim, drawingon research that emphasizes the large contribution that women make as transfor-mational leaders, or leaders with moral imagination. However, the various papersin this volume also recognize that perceptions regarding the unique capacities ofwomen influence the functioning of women as “transformational leaders”, “rela-tional leaders”, or “systemic leaders”. As such, the authors deal with the available“archetypes”, but maintain a strong commitment to the position that these are socialconstructions that can and should be challenged. An awareness of the difficultiesin changing the tacit influences that inform social constructions is also displayed inmany of the chapters.

The question of how these social constructions can be challenged and changedtherefore requires a more in-depth analysis from the perspective of systems thinking.A substantial part of the volume draws our attention to the systemic context withinwhich these social constructions are created, maintained and challenged. Withoutan understanding of the tacit influences that impact leadership dynamics in variouscontexts, no change is possible. Werhane begins with the claim that even seeminglyinnate ingrained habits can be revised, and thus we can change our thinking about

Conclusion 261

leadership. Collier and Estaban redefine leadership as systems-based, and pointout some of the inherent paradoxes of these organizational systems. Uhl-Bien andher co-authors develop a more theoretical framework for what they call “complex-ity leadership”. Painter-Morland draws out the challenges that complex adaptiveorganizations pose and analyzes how the circulation of tacit influences may bothforeclose and enable the emergence of new models for leadership. These chap-ters suggest that a more relational definition of leadership will provide a better fitfor complex organizations and systems in today’s global political economies. Thequestion is whether there is sufficient openness towards such leadership models andwhether the conditions for nurturing them exist in organizations.

The influence of organizational dynamics on the emergence of leadership modelsis another pervasive theme in these essays. These authors agree with Amatai Etzionithat “[W]e are born in organizations, educated by organizations, and most of usspend much of our lives working for organizations. We spend much of our leisuretime paying, playing and praying in organizations. Most of us will die in an organi-zation, and when the time comes for burial, the largest organization of all – thestate – must grant official permission.” (Etzioni, 1964, p. 1) New formulationsof leadership are embedded in organizations and the systems in which and withwhich they interact. As a result, they rely on environments conducive to systemicleadership dynamics. Collier and Esteban, Uhl-Bien et al, and Painter-Morland allargue that certain nurturing conditions have to be present for systemic leadershipto flourish. These include openness towards criticism, a commitment to partici-pative decision-making and collaboration, building trust and displaying humility.New models of leadership are complex, collaborative, nourishing, and transforma-tive in their effects on an organization. Such adjectives are often identified withwomen in leadership positions, as Rosener and Werhane point out. Of course thatneed not be the case, and many men in identified leadership positions exhibit thesecharacteristics as well.

This approach presents a clear alternative to top-down leadership thinking.Because we are embedded in organizations that themselves are part of larger com-plex adaptive systems, leadership must be grounded there rather than in a mind setthat imagines that there is a vertical hierarchy rather than the interweaving of net-works. One might speculate that it is odd that such models are so late in emerging inour social histories. Human beings have been embedded in political, religious andeconomic networks since the beginning of recorded history, and since the industrialrevolution the Western world, at least, human individuals in networked relationshipshave developed complex economic enterprises that are embedded in local, nationaland global systems. The embeddedness of leadership challenges organizational hier-archical models that depict the leader at the pinnacle of the organization with variousranks of followers cascading below in a triangular modality. While recognizing thatleadership is that, leading, and thus there are likely to be followers at various levelsor a large organization despite collaboration and a flattened hierarchy, these essaysreflect a different formulation of “hierarchy.” As James D. Thomson puts it,

. . . it is unfortunate that [hierarchy] has come to stand almost exclusively for degrees ofhighness or lowness, for this tends to hide the basic significance of hierarchy for complexorganizations. Each level is not simple higher than the one below, but is a more inclusive

262 Conclusion

clustering, or combination of interdependent groups, to handle those aspects of coordinationwhich are beyond the scope of any of its components. (Thompson, quoted in Scott, 1987,p. 36.)

Despite the optimism that many of the chapters display in terms of the excellentfit between “systemic leadership” or “relational leadership” and contemporary orga-nizational needs, the authors are also very realistic about the fact that we still havea very long way to go before women will comfortably occupy leadership positions.What seems to be a reoccurring phenomenon is that organizations that fail to cre-ate these non-hierarchical models are alien to women and as a result, women areincreasingly leaving those organizations. This exodus is highly questionable if com-panies want to model themselves as diverse organizations. This volume draws onexisting research into the factors required for successful and sustainable women’sleadership, but it also questions some of the conventional wisdom in this regard.Often, despite the existence of support structures such as women’s networks andmentorship programs, women still find themselves excluded from the “boys’ club”that dictates who and what is considered as “ideal leaders”. These dynamics exist asa result of beliefs and prejudices that persist despite formal policy to the contrary. Italso has to do with the very real, material forces that women encounter in their envi-ronment. Much more research has to be done on this last aspect, and in this regard,authors in gender, leadership and organization need to draw on the work done incontemporary philosophical feminism.

The need for more nuanced analyses of the inhibiting forces that womenencounter is urgent. There is no doubt that much is overlooked in the blindspotsthat our current theorizing about women’s leadership display, with real effects inpractice. In a recent study Catalyst, a U.S think tank, points out that multinationalcompanies that have three or more women in senior executive positions and/or atleast three women on their Boards have up to 33% greater return on their invest-ments than similar companies with fewer women in senior positions! (Catalyst,2010). So it is to long-term economic peril of economic organizations not torecognize the talents of women and reorganize their leadership models. And indeed,women and girls often find alternative ways of leading themselves outside, along-side, and sometimes even despite of formal organizations and institutions. When leftto their own devices, as McCartnery and Tedmanson demonstrate, women can self-organize is very promising ways. These leadership initiatives must be acknowledgedand celebrated, and organizational theories may learn a great deal from studying it.

Taken together these essays present new thinking about complex systemicleadership that represents critical components in this century of globalization.Unfortunately, this volume does not offer an integrated thesis on what this new lead-ership model should entail. In fact, doing so may have been a bit premature. Muchmore research, both in the theoretical and the empirical realms, will be requiredbefore this is possible. What we did instead is to offer various interdisciplinaryperspectives on what we believe are important trends in the study of gender, lead-ership, and organization. We hope that these perspectives will stimulate the processof drafting more detailed integrated theoretical positions on gender, leadership andorganization, which can then lead to empirical explorations.

Conclusion 263

In our minds, one of the most important contributions made by a collection ofthis sort, is that it highlights trends and reasserts questions that have to be answeredin the process of theory formulation. One of the most salient elements in this collec-tion is the fact that contemporary leadership dynamics are relational. This insightis not necessarily new, but the implications of this may not have been fully thoughtthrough. As Joanne Cuilla (2004, p. xv) states, “Leadership is not a person or a posi-tion. It is a complex moral relationship between people, based on trust, obligation,commitment, and emotion and a shared vision of the good.” The question that thisperspective elicits is where this takes us in terms of our thinking around gender,leadership, and organization.

We believe that it holds great potential for drawing on the diverse strengths ofvarious individuals in navigating the turbulent waters of our time. Global leader-ship, as conceived in these essays is defined as “a process by which [diverse groupsof people] are empowered to work together synergistically toward a common visionand common goals. . .” (Austin and Leland, 1991, p. 8). Given this definition all ofthese authors would agree with Nancy Adler’s claim that “global leaders. . .. addresspeople worldwide. . . [G]lobal leadership is neither domestic nor multidomestic:it focuses on cross-cultural interaction.” (Adler, 1997, p. 175). As free enterprisespreads globally in diverse cultural settings, there are both opportunities and needsfor the new leadership models developed in these essays. Enterprises that fail torecognize this simple conclusion will probably fail in these developing marketsas well.

References

Adler, N.L. (1997). Global leadership: Women leaders. Management International Review 37:172–196.

Astin, H.S. and C. Leland (1991). Women of Influence, Women of Vision. San Francisco, CA:Jossey-Bass.

Catalyst (2010). www.catalyst.org (accessed May 21, 2010).Ciulla, J. (2004). Ethics, the Heart of Leadership, 2nd edn. Westport CT: Praeger.De Tocqueville, A. (1851). Democracy in America. New York, NY: A.S. Barnes & Co.Ely, R. and I. Padavic (2007). A feminist analysis of organizational research on sex difference.

Academy of Management Review 32(4):1121–1143.Etzioni, A. (1964). Modern Organizations. Englewood Cliffs, NJ: Prentice Hall.Kontturi, K.-K. and M. Tiainen (2007). Feminism, Art, Deleuze, and Darwin: An interview with

Elizabeth Grosz. NORA – Nordic Journal of Women’s Studies 15(4):246–256.Scott, W.R. (1987). Organizations: Rational, Natural, and Open Systems, 2nd edn. Englewood

Cliffs NJ: Prentice-Hall.Smith, A. (1759, 1790, 1976). In D.D. RaphaelandA.L. Macfie (eds.), Theory of Moral Sentiments.

Oxford: Oxford University Press.

About the Authors

Yvonne Benschop is Professor of Organizational Behavior at the Institute forManagement Research Radboud University Nijmegen, the Netherlands. Currentresearch interests include the organizational changes brought about by gender main-streaming and diversity management and the gendering dynamics of networkingand impression management. Recent publications appeared in Organization, HumanRelations, Gender, Work and Organization and Organization Studies.

Desray Clark is a management consultant, learning integrator and executive per-sonal & leadership coach and facilitator for the People Business Group in SouthAfrica. She received her MBA from the Gordon Institute of Business Science at theUniversity of Pretoria where she teaches part-time. Her research focuses on womenexecutives in South Africana companies.

Jane Collier is a Fellow in Business Ethics and Corporate Accountability at theJudge Business School, Cambridge University. She is the author of many articleson business ethics and leadership. She has served as editor of Business Ethics: AEuropean Review and is currently Chair of the Co-Operative Insurance Society,and a member of several international ethics organizations. She has consulted withKPMG on ethics training and is a Trustee of the Institute of Business Ethics inthe UK.

Rafael Esteban is a sociologist and a White Father. He works establishing newchurch communities to serve the needs of the increasing and less fortunate popula-tions in the UK. He does some teaching to groups – mainly on the on issues aroundthe problems created by hierarchical stances within the Catholic Church.

Ine Gremmen is a post doc researcher at the Institute for Management Researchof Radboud University Nijmegen, the Netherlands. She has (co-) published on careand ethics in the Journal of Medical Ethics and Nursing Ethics, on methodology inFeminism & Psychology, and on gender and social networks and networking in theJournal of Management & Organization.

Mary Hartman, Professor Emeritus at Rutgers University, is a social historian spe-cializing in women’s history and gender studies. She served as Dean of DouglassCollege at Rutgers and initiated a number of nationally recognized programs for

265

266 About the Authors

women at Rutgers. She is the author of several books including Leading the Way:Young Women’s Activism for Social Change.

Nicola Kleyn is a Senior Lecturer in Marketing at the Gordon Institute of BusinessScience at the University of Pretoria, South Africa. Her fields of expertise are inmarketing strategy, branding, consumer behavior and ethics. She has publishedon marketing and ethics in the Journal of Business Ethics and the InternationalMarketing Review.

Russ Marion (Clemson University) is author of the books, The Edge ofOrganization (1999) and Leadership in Education (2001); co-editor of the book,Complexity Leadership; editor of a special issue of The Leadership Quarterly onleadership and complexity; and author of numerous articles on leadership, includingone that was honored in 2001 as best paper of the year by The Leadership Quarterlyand the Center for Creative Leadership. He co-organized workshops on complex-ity leadership at the Center for Creative Leadership and at George WashingtonUniversity. Marion has presented on complexity leadership at the India Instituteof Technology, the Institute for Management Development in Switzerland, in work-shops on destructing complex movements at the US Department of Defense, and ina number of conference venues.

Kristin McCartney is a doctoral candidate at DePaul University. Her dissertationreconstructs the influence of lesbian culture(s) within early US women of colorfeminisms and finds continuities of method and practice between this work andcontemporary queer thought that centers coloniality, gender nonconformity, dis-ability, serostatus, and reproductive justice. McCartney has articles forthcoming inInternational Studies in Philosophy and Radical Philosophy Review.

Bill McKelvey (PhD, MIT, 1967) is Professor of Strategic Organizing, ComplexityScience and Econophysics at the UCLAAnderson School. Current research:Complexity & Power-law Science, “smart parts” logistics, coevolution ofAristotelian causes, complexity leadership, stock-market volatilities, memetics,IS/IT alignment, practitioner-relevance of b-schools, & agent-based computationalmodeling. He is a co-editor of the Sage Handbook of Complexity and Management;editor of the Routledge Major Work on COMPLEXITY (5 volumes). Has 60+papers on complexity-science applied to organizations/management.

Mollie Painter-Morland (PhD) is Associate Professor of Philosophy at DePaulUniversity in Chicago and serves as Associate Director of its Institute for Businessand Professional Ethics. For many years, she was the Director of the Centre forBusiness and Professional Ethics at the University of Pretoria in South Africa, andshe remains involved there on part-time basis. She is the author of “Business Ethicsas Practice: Ethics as the Everyday Business of Business”, Cambridge UniversityPress (2008), and co-editor, with Patricia H. Werhane, of “Cutting-edge Issues inBusiness Ethics: Continental Challenges to Theory and Practice” (Springer, 2008).

Dr. Nicola M. Pless is Associate Professor in the Department of Social Sciences atESADE Business School (Ramon Llull University) and a former Vice President and

About the Authors 267

member of the group of directors of a leading international financial services firm.She holds a PhD in Management (University of St. Gallen) and an Executive degreein Clinical Organizational Psychology from INSEAD. She has published threebooks and several articles in outlets such as Journal of Business Ethics, Academyof Management Learning & Education.

Judy B. Rosener, Professor Emeritus at University of California, Irvine, has taughtand done research in the area of diversity for over 30 years. In addition to herpath-breaking article we include in this collection, she is the author of America’sCompetitive Secret, Women Managers at Oxford University. She is currently work-ing on a book about sex-based brain, hormonal and Socialization differencesbetween men and women. She is an active member of the International Women’sForum.

Deirdre Tedmanson is a Lecturer in the School of Psychology, Social Work andSocial Policy at the University of South Australia where she teaches social analy-sis, community development and project management. Deirdre’s research interestsinclude social and political theory; critical organizational studies; gender and socio-cultural factors in entrepreneurship; post-colonialism; Indigenous movements, gov-ernance, and social justice and participatory action research methodologies. Shehas won a number of academic awards for excellence in research and communityengagement.

Mary Uhl-Bien is Howard Hawks Chair in Business Ethics and Leadership and Co-Director of the Institute for Innovative Leadership at the University of Nebraska.Her research interests are complexity leadership, relational leadership, and fol-lowership. She is senior editor of the Leadership Horizons series for InformationAge Publishers and is on the editorial boards of Academy of Management Journal,Academy of Management Review, The Leadership Quarterly, Leadership, andInternational Journal of Complexity in Leadership and Management.

Patricia H. Werhane is the Wicklander Chair of Business Ethics and ManagingDirector of the Institute for Business and Professional Ethics at DePaul Universityand Professor Emeritus at the University of Virginia. Professor Werhane has pub-lished numerous articles and is the author or editor of over twenty-five booksincluding Moral Imagination and Management Decision-Making. She is the founderand former Editor-in-Chief of Business Ethics Quarterly, and she is an AcademicAdvisor to the Business Roundtable Institute for Corporate Ethics and an activemember of The Chicago Network, a forum for women leaders.

Name Index

AAbell, E., 86–87Aboriginal and Torres Strait Islander Studies

Unit, 215Aboriginal Children’s Service, 217Aboriginal civil rights movement, 216Aboriginal Legal Rights Service, 217Aboriginal Medical Service, 217Aboriginal tent Embassy, 217Abouleish, I., 255Accenture, 187–188Achtenhagen, L., 112Acker, J., 172Aditya, R., 95Adler, N.J., 1, 36, 46Adler, N.L., 263AFL-CIO, 44Ainsworth, S., 174Alan Patricof Associates, 22Allen, P., 131Alleyne, S., 188, 190, 202Alexander, J., 155Allison, M.A., 52, 54Alukura Birthing Unit, 218Alvesson, M., 125, 171–172, 175–177, 179Amabile, T., 58American First Nations, 211American Heritage Dictionary, 77Anangu Pitjantjatjara Yankunytjatjara peoples,

217Andersen, J.A., 157Andersen, S.M., 80Anderson, P., 51Anderson, R., 255Apple Computer, 23APY Land Rights Act (1981), 218Arendt, H., 233, 242Argyris, C., 101Armstrong, C., 170, 173

Arthur, W.B., 121Ashby, W.R., 112, 116Ashcroft, B., 212Ashforth, B.E., 88, 98Ashkanasy, N.M., 98The Association of Women in Development,

233Astin, H.S., 36, 45Avgar, A., 188Axelrod, R., 255

BBabbie, E., 191Babcock, L., 188–189Badaracco, J.L., 249Bailey, D., 222Bak, P., 116Balkundi, P., 77, 82–83, 85, 90Bamford, J.D., 112Barkdull, C., 212, 217, 220–222Barkema, H.G., 109, 112Barker, R.A., 52, 58Barley, S.R., 99, 101Barnard, C.I., 113Baron, J., 169, 188, 202Barrios, P., 220Barry, B., 98Bartlett, C.A., 50Bartunek, J.H., 101Bass, B.M., 51, 113Bateson, G., 101Becker, T., 54Bedeian, A.G., 78, 82, 90, 94, 111Belkin, L., 14Bennis, W., 50–52, 132, 256Benschop, Y., 5, 169–181, 221, 265Benson, J., 186, 188Berg, D., 57Bettis, R.A., 109

269

270 Name Index

Bierema, L., 171, 180Big Eight, 22Billing, Y.D., 171–172, 175–177, 179Bird Rose, D., 210, 212, 223–224Birri-Gubba Juru peoples, 214Birt, M., 191, 202Blackmore, J., 180Blau, P.M., 78Block, P., 52, 59Bluedorn, A.C., 129Boal, K., 122, 160–161The Body Shop International, 249–251

See also Roddick, D.A.Boies, K., 127Boisot, M.H., 109, 112, 116, 124Bonabeau, E., 130Boone, C., 202Borgatti, S.P., 83Bouwen, R., 82, 90–91Boyd, N.G., 81Boystown’s Center on Halsted, 236BP Alternative Energy, 151, 153Bradbury, H., 67–68, 75–76, 85, 89, 92,

100–101, 103, 120–121, 132Brass, D.J., 170, 190, 202Brayboy, M., 220–221Brewer, M.B., 80–81, 90, 97Bridge club, 21Broadbridge, A., 172Broadway Youth Center, 233, 238, 242Brower, H.H., 75, 77Brown, H., 94Brown, J.S., 54Brown, M.E., 98, 102Brown, S.E., 144–145, 164Brown, S.L., 50Brown, W., 232–234Bryans, P., 169Bryman, A., 68, 95, 98–99, 103Budhwar, P.S., 187, 202Burns, J.M., 29, 44, 51–52, 221, 247, 252The Businesswomen’s Association and

Synovate, 186Burt, R.S., 93, 170

CCalás, M., 171, 221–222Cameron, K., 56–57Cameron, K.S., 246Campbell, B., 188, 190, 202Campbell, N., 241Campion, M.A., 185Caplan, F., 21, 24

Cappelli, P., 187, 190, 202Carli, L.L., 140, 143, 146, 154Carley, K., 110, 116, 127, 132Carlson, J., 43Caroll, P., 158Case, D., 36Catalyst census, 139, 163, 175, 185, 188, 191,

256, 262Center for Creative Leadership (CCL), 155,

266Centre for Family Violence Research, 215CEO Special Edition (2006), 193Chen, S., 80The Chicago Alliance Against White

Supremacy, 236Child, J., 109, 112–114, 122Children on the APY Lands Commission of

Inquiry (Government enquiry), 218Chodorow, N., 252, 255Cilliers, P., 110, 112–113, 115, 118, 120Ciulla, J., 49, 59, 247Clark, D., 5, 185–204, 265Cloherty, P.M., 22Cohen, C.J., 233–234Cohen, L., 204Coleman, D., 23Collier, J., 3, 7, 49–59, 139, 141, 148–149,

160–162, 238, 245, 261, 265Collins, J., 38–39, 45Collinson, D., 68“Communities Engaged” (anti violence

movement), 233Conger, J.A., 94, 102, 113–114Conlon, D.D., 57Cook, C.W., 186–187, 190Coons, A.E., 75Cooper, W.H., 210Cooperrider, D.L., 101Cooren, F., 101Couto, R.A., 45Coveney, P., 110Cox, V., 151, 153Cox, T., 221Crant, J.M., 98Creed, W.E.D., 176Creswell, J.W., 192Cross, C., 170, 173Crossan, M.M., 60Cummings, T.G., 187Cunliffe, A., 222, 224–226Cunningham, M., 211, 213Cusumano, M., 125Czarniawska, B., 174

Name Index 271

DDachler, H.P., 76–78, 83, 85–87, 90–91, 93–94,

99Daft, R., 192Dagger, R., 251Dahlgaard, J.J., 51Dallmayr, F.R., 53Davenport, T.H., 109Davis, I., 187, 202Day, D.V., 78, 97, 111DCFS (Department of Child and Family

Services), 237Dell Inc., 35Dell, M., 35De Tocqueville, A., 259Dean, M., 211Deetz, S., 93, 95Delamont, S., 187–188, 202Dering, N., 52Dionne, S.D., 128, 130Dodge, G.E., 75, 90, 93, 102Donald, F., 188Dooley, K.J., 110, 115Dougherty, D., 124, 127–128, 130Drath, W., 67, 75, 88–90, 95, 102, 120Drucker, P.F., 109, 112Duguid, P., 54Dutch Platform for Professional Women’s

Networks (PfPWN), 173–174Dutch professional women’s networks, 171Dutton, J.E., 6

EEagly, A.H., 140, 143, 146, 154, 156, 158Edgeman, R.L., 51, 149EFMD (European Foundation for Management

Development), 246Egan, M., 220Eisaman, Johns & Laws, 23Eisenhardt, K., 50, 112Eisler, R., 71Elliott, S.S., 22Elvira, M.M., 204Ely, R., 171–172, 175, 260Emanuel, L., 43Employment Equity Report, 186Empowered Fe Fes, 233, 239, 241Essers, C., 221Esteban, R., 3, 7, 49–59, 139, 141, 148–149,

160–162, 261, 265Etzioni, A., 261Exxon/Mobil, 35, 40–43

FFairclough, N., 174Fairhurst, G.T., 67, 77, 89, 95–96, 98, 101Fairtlough, G., 53, 58Female Capital, see KPMGFemales United for Action, 242Feminine Mystique. The, (Friedan, Betty),

12–13, 17Financial Mail Special Report, 193Fineman, S., 86, 96, 99, 102Finkelstein, S., 129Flap, H., 169Fletcher, J.K., 66–67, 71–72, 94, 96, 102, 114,

172Flood, R.L., 50Fombrun, C.J., 99Fondas, N., 66, 70–72Foro Internacional de Mujeres Indígenas

(International Indigenous Women’sForum) FIMI, 213

“Forest Troop,” 34, 38, 46Fortune 500 companies, 36, 139, 195

See also individual companiesFoster, P.C., 83Foucault, M., 86, 235, 240Francis, C., 36Fraser, N., 180Freeman, R.E., 40, 45, 247Frieda’s Finest, 21Friedman, T.L., 34–35FUFA, 241Fulmer, R.M., 52

GGallup, 246Galvin, P., 155Gardner, H., 1, 36Gardner, W., 80–81, 90, 97GELI (Global Executive Leadership

Inventory), 158Gergen, K.J., 89, 91, 93Gerstner, C.R., 78, 97Ghoshal, S., 36–39, 50, 225, 254Giddens, A., 99, 103, 157Gillham, B., 192Gilligan, C., 251–252, 255Gilson, L.L., 125, 128Ginsburg, R.B., 13Gioia, D.A., 98, 102Gladwell, M., 17Gladwin, T.N., 46Gmür, M., 144Gomez, T., 222

272 Name Index

Goodwin, B., 110Graduate School of Management at the

University of California, Irvine, 28Graen, G., 67–68, 75, 77–78, 81–85, 90, 93–97Granovetter, M., 97Grant, D., 67Gratton, L., 189, 202GreatWestern Forum, 22Greenleaf, R.K., 250Greenleaf, R.X., 52Gremmen, I., 5, 169–181, 265Gresham, L., 187Griffeth, R.W., 186, 189Grint, K., 101Griswold, E., 13Grojean, M., 222Gronn, P., 94, 102, 111, 113–114Gundry, L., 43Gurindji campaign, 217Guthey, E., 102

HHabermas, J., 55Halal, W.E., 112Hall, A., 23Hambrick, D.C., 129Hammer, T.H., 188Handfield-Jones, H., 187, 202Hansen, H., 101Hardy, C., 124, 127–128, 130, 174Hartman, M., 4, 11–18, 265–266Harvard Business Review, 4, 140Harvard Law School, 13Hassard, J., 50Hatch, M.A., 57, 59Hatch, M.J., 99–100Haughton, L., 112Hearn, J., 172Heckscher, C., 111–113, 118Hedlund, G., 110Hedström, P., 69Heifetz, R.A., 70, 110–111, 123–124, 126, 150Held, V., 251Helfat, C., 36Helgesen, S., 155, 159, 248, 252–253Hernes, G., 117Heron, J., 101Hewlett, S.A., 154, 159, 185Hill, V., 110Hitt, M.A., 109Hogg, M.A., 80–82, 85, 90, 95, 97Holland, J.H., 116Hollander, E.P., 76–79, 88, 94–95, 97, 100

Holmberg, R., 85Homans, G.C., 78–79, 110, 114Hosking, D.M., 51, 67–68, 75–78, 82–83,

85–87, 89–91, 93–100, 102, 110House, R.J., 79, 95, 113Howell, J.M., 77, 79, 127Huffman, A.H., 188, 202Huggins, J., 210, 214–216, 219, 221, 223,

225–226Humphrey, R.H., 98Hunsaker, P.L., 186–187, 190Hunt, J.G., 82, 90, 93–94, 98, 102, 110–111,

118, 122–123, 128Huxham, C., 113

IIbarra, H., 82, 147, 153, 157–158, 169–172IBM, 170Ilinitch, A.Y., 114Illies, J.J., 130“The Illinois Status of Girls Report ”(Press

Release), 233INCITE! (Women of Color Against Violence),

234, 236The Indian Act (1951), 219Interface Business Solutions, 255International Women’s Forum, 4, 28, 267

See also IWF Survey of Men and WomenLeaders

IWF Survey of Men and Women Leaders, 20,26, 28–29

JJackson, B., 102Jackson, M.C., 50Jacobs, D., 156Jacobs, T.O., 78–79Jaques, E., 122–123, 128–129, 131Jaussi, K.S., 128, 130Jehn, K.A., 123Jennings, J., 112Jermier, J., 79Johns, G., 186Johnson, B.T., 156, 158Johnson, M., 251Jones, G.R., 112Judiesch, M.K., 186, 189

KKaeufer, K., 96Kahn, R.L., 78, 83Kaldor, M., 211Kanji, G.K., 141, 149, 163Kanter, R.M., 50, 171

Name Index 273

Kark, R., 79Katz, D., 78, 83Kauffman, S.A., 115–116, 118, 123, 132Kellett, J., 97, 222Kelly, S., 52, 54Kennedy, J.F., (President), 130Kets de Vries, M.F.R., 51–52, 58, 247Keys, J.B., 52Kezborn, D., 51Kilduff, M., 77, 82–83, 85, 90, 172Kimmel, M., 172, 177Klein, K.J., 79Kleiner, A., 202Klenke, K., 157Kleyn, N., 5, 185–204, 266Klimoski, R.J., 113, 132Knights, D., 143Koftnan, F., 54–55Koileken, M., 211Kontopoulos, K.M., 119Kontturi, K.-K., 260Kouzes, J.M., 52KPMG, 170, 265Krackhardt, D., 84, 169Krantz, J., 51, 59Kranz, J., 143, 149Krause, D.E., 129Krippner, S., 41Krishnan, H.A., 185–186Kruger, S.J., 192Krumm, B., 221Kuhn, T.S., 93Kvale, S., 191–192

LLaDuke, W., 210–211Laskin, E., 36Laszlo, A., 41Laurie, D.L., 111, 126Lave, J., 55Lawrence, P.R., 57Leadership Foundation, 28Leadership of Professional Women’s

Networks, The, 5, 171, 173Leadership Quarterly, The, 65, 73, 147, 163,

266–267“The Leaking Pipeline: Where Are Our Female

Leaders?,” 73, 139Lee, J.S., 110, 116Lee, T.W., 188–191, 203Leedy, P., 191–192Leland, C., 36, 45, 263Lencioni, P., 123

Levy, S., 110, 116–117Lewin, A., 116Lewin, K., 114Lewin, R., 71, 116Lichtenstein, B., 67–68, 75–76, 85, 89, 92,

100–101, 103, 120–121, 132Licuanan, B., 117, 128Liden, R.C., 67, 78, 81–82, 97Liedtka, J., 56Likert, R., 75Linstone, H., 43Lipman-Blumen, J., 71–72, 75, 255–256The Little Children Are Sacred Report

(Government enquiry), 218London Stock Exchange, 249Lorber, J., 172Lord, R.G., 76, 78–81, 90Lorde, A., 239Lorenz, E., 115Lorsch, J.W., 57Lotz, D., 188Louis, M., 22, 101Luce, C.B., 159, 185Lyness, K., 186, 189

MMaak, T., 146, 245–249, 251, 256MacIntyre, A., 56Mackenzie, K., 111Maertz, C.P., 185Mahood, K., 211, 224Mainiero, L.A., 187–189, 201, 203Mandelbrot, B.B., 133Mander, J., 211Mankiller, W., 219, 221, 223, 225Manville, B., 109Marion, R., 4, 65, 69–70, 94, 102, 109–133,

142, 149–150, 245, 266Marshall, M., 221Maslyn, J.M., 67, 81, 92, 97Mavin, S., 169McAllister, D., 28McCartney, K., 2, 231–243, 266McCracken, G., 192McGrath, R.G., 109, 112–114, 122McKee, R., 253McKelvey, B., 65, 109–133, 142, 149–150, 255McWhorter, L., 235Mead, E., 35, 220Meindl, J., 76, 90, 98Merriam, S.B., 191–192Meyer, C., 130Meyerson, D., 70, 172, 175, 177, 181

274 Name Index

Microsoft, 125Miles, R.E., 112Miller, D., 56Miller, J.B., 255Milroy, G., 211Mitchell, T., 113, 189–190Mitroff, I., 43Moura, P., 141, 149, 163Motorola, 155Morgan, G., 253Morgan, M., 220–221Morley, I.E., 85–86, 89–90, 95Mouton, J., 191MRI Worldwide China Group, 191Mudd, J., 188Muller, H., 221, 223Mumford, M., 95, 117, 119, 121, 127–130‘Mum Shirl’, see Shirl, S.Murnighan, J.K., 57Murrell, K.L., 75, 88–90, 94, 96, 102Musson, G., 191

NNanus, B., 51National Inquiry into the Separation of

Aboriginal and Torres Strait IslanderChildren from their Families, 215

Native American Ute communities, 213, 220Native First Nations American activist

movement, 219Newburry, W.E., 46New York Times, 14Ngaanyatjarra Pitjantjatjara Yankunytjatjara

(NPY) Women’s Council, 218Ngangkari, 217Niederman, F., 189, 202Nin, A., 37Nishiguchi, T., 112Nixon, Richard, (President), 13Nkomo, S., 221Noble, G., 237, 243Noddings, N., 251Nonaka, I., 112Northouse, P., 44, 51Nutley, S., 188

OOakley, A., 191–192Ober, R., 109Obodaru, O., 147, 153, 157–158Ofstein, L., 43Offstein, E.H., 77, 82, 84–85, 90, 97O’Leary, M., 143Ormrod, J.E., 191–192

Orton, S.D., 57Osborn, R., 77, 88, 93, 96, 110–111, 118,

122–123, 128, 132Osburn, K., 213Ospina, S., 67, 73Ozzie and Harriet (TV and Radio show), 13–14

PPadavic, I., 171, 260Painter-Morland, M., 1–8, 139–164, 222, 224,

226, 234, 259–263, 266Palin, S., 12Park, D., 185Parkhe, A., 172–173Parks, S.D., 110–111, 123Parry, K., 98Payne, S., 188, 202Pearce, C.L., 94, 102, 114Perry nee, see Shirl, S.Peters, T.J., 57Pfeffer, J., 125Phillips, A.S., 78Phillips, N., 174Phillips, R., 122Pini, B., 170, 173, 180, 190Pitjantjatjara Council, 218Pless, N.M., 6, 146, 245–256, 266–267Plsek, P., 42Plowman, D.A., 68, 142–143, 155, 163Polgreen, L., 46Popper, K.R., 129Porras, J., 38–39, 152–155, 158Posig, M., 43Posner, B.X., 52Powell, L., 43PricewaterhouseCoopers (PwC), 139–140,

144, 150, 151See also “The Leaking Pipeline: Where Are

Our Female Leaders?”Prigogine, I., 116–117, 133Prindeville, D., 212, 222Prusak, L., 112Psychogios, A.G., 142Public Service Commission (South Africa),

145Putnam, L.L. 77, 89, 95–96, 98Pym, D., 50

QQueensland Centre for Family Violence

Research, 215Queensland Heritage Council, 215Quinn, J.B., 6, 112

Name Index 275

RRafaeli, A., 98Railton, P., 37Reconciliation Council (Australia), 215Refshauge, A., 216–217Regine, B., 71Reicher, S., 102Reiter-Palmon, R., 130Ren, Y., 127Reuvers, M., 142Ritter, B.A., 80–81, 90Robinson, S.L., 189, 203Robnett, B., 233Roddick, D.A., 6, 245–256Rogers Park Young Women’s Action Team,

242Ropo, A., 93, 98, 101–102, 122Rose, H., 253Rosener, J., 4, 19–29, 44, 261, 267Rost, J.C., 1, 51–53, 84–86, 90, 94–95, 102,

111, 131Rothman, C., 22, 24Rousseau, D.M., 92, 189Roy, D., 110, 114Ruigrok, W., 59Rust, J.C., 52Rutgers IWL, 12Rynd, Carneal & Associates, 22Rynd, Mary Jane, 22

SSandelands, L.E., 101Sapolsky, R.M., 33–34Sarbanes Oxley legislation, 37, 39Sayles, L., 86, 87–89, 93, 95Scandura, T., 75, 77, 81, 83, 96Scherer, F., 51, 149Schilling, M.A., 112, 126Schneider, M., 110–112, 118,

132Schreiber, C., 126, 131Schriesheim, C.A., 97Schudson, M., 251Schultz, P.L., 160–161Schwartz, J., 255Scott, D.B., 172Scott, J.W., 172Scott, W.R., 50, 262Scully, M.A., 70, 177, 181Seers, A., 90, 94, 96Selznick, P., 113–114

Senge, P., 37, 50, 52, 54–55, 59, 96, 148,157–159, 161–162, 186–187

Shalley, C.E., 125, 128Shamir, B., 77, 79–80Shaw, S., 241Shell Oil, 38, 46, 158, 170Shell ProfessionalWomen Network, see Shell

OilShirl, S., 216–217, 219, 223Sillanpää, M., 253Simmel, G., 84Simon, H.A., 113Simons, M., 46Simons, S., 86–87Sinclair, A., 221Singh, V., 36, 171, 180“Sistergirl”( Huggins, j), 215Sjostrand, S.-E., 94, 99–100Slaate, H.A., 57Sloan Foundation, 14Smircich, L., 170, 221Smith, A., 38, 234, 259Smith, K., 57Smith, S., 216Somers, M., 110, 118, 132Sonenschein, S., 55Sools, A., 179Sparrowe, R.T., 82Spatz, M., 234, 241Srivasta, S., 101Stacey, R.D., 50, 113Stake, R.E., 192States of Injury (Brown, W), 232Stauss, K., 213, 221Steensma, H.K., 112, 126Stephens, G., 28Stephenson, E., 187, 202Sterman, J.D., 132Stewart, R., 88Stogdill, R.M., 75Stolen Generations Report, see National

Inquiry into the Separation ofAboriginal and Torres Strait IslanderChildren from their Families

Strati, A., 101Streatfield, P.J., 99–100, 113Sullivan, S., 187–189, 201, 203Sumner, M., 189, 202Sutherland, M., 185, 189, 202Sveningsson, S., 125Svoboda, D.M., 132Swedberg, R., 69Sydney Olympics, 217

276 Name Index

TTami, P., 255Tauli-Corpuz, V., 211Taylor, K.B., 112Taylor, R.R., 81Taylor, M., 213, 221Taylor, S.S., 101TBS’s campaign, 251Tedmanson, D., 2, 6, 209–226, 262, 267Telstra Foundation, 215Theory of Moral Sentiments, (Smith Adams),

38Thiessen, M., 221Thomas, C.R., 120, 131Thomas, R., 158Thomas, W.J., 143Tichy, N.M., 83, 156Timberland, 255Tjilpi Pampa Tjutaku (campaign), 219Tompkins, M., 177, 181Trevinõ, L., 39, 144–145, 164Tsai, W., 82–83Turner, J.C., 81

UUhl-Bien, M., 3–4, 7, 65–73, 75–103, 109–133,

139, 142, 147, 149–151, 155, 245, 261,267

Unbounded Mind, The (Mitroff and Linstone),43

UN Declaration of the Rights of IndigenousPeoples, 210

UN WGIP, 210University of Queensland, 215Ussem, J., 35US Social Forum, 242

VVan den Brink, M., 173, 176Vangen, S., 113van Tulder, R., 59Vermeulen, S., 203Vinnicombe, S., 36, 175Volberda, H.W., 112, 114Völker, B., 169Voyageur, C., 219

WWallis, M., 219Waterman, R.H., 57Weatherill, J., 218Weaver, G., 39Weick, K., 157–158, 224Weick, K.E., 57, 98–100, 118, 157Weierter, S.J.M., 79Welman, J.C., 192Wenger, E., 53–56, 59Werhane, P.H., 1–8, 33–46, 185, 213, 220–222,

224, 226, 259–263, 266–267West, C., 159West, M.A., 123Wheatley, M., 50Wheeler, S., 253Whiteman, G., 210Willmott, H., 99Wilson, K., 217–219, 221, 223,

225–226Wilson, M., 219Winterton, J., 187–188Wodak, R., 174Wolf, S., 41The Women & Girls Collective Action

Network, 233Women in Blue, see IBMWorley, C.G., 187World Bank, 35, 40, 211Wright, R., 34–35

YThe Young Women’s Action Team (YWAT),

233, 241, 243Young Women’s Empowerment Project

(YWEP), 233, 237–242Yukl, G., 113, 119Yukondi, V., 186, 188

ZZaccaro, S.J., 113, 132Zeijlstra, M., 176Žižek, S., 234Zohar, D., 112

Subject Index

AAdaptive leadership, 69–70, 72, 94, 110–111,

119–124, 128–130, 150–151, 160, 163Administrative leadership, 69–71, 111,

119–120, 124, 127–131, 150, 160, 163Agency, 37–38, 40, 43, 54, 75, 77, 117, 175,

210, 215, 222–224, 240Agentic mode, 146Ambivalence, 5, 169–181Archetypes, 6–7, 54, 66, 245–246, 251,

254–256, 260Authority, 1–3, 20, 24–26, 44, 69–70, 72,

84, 90, 102, 110, 114, 117–121, 123,125–128, 139–143, 145, 147–151, 157,159–160, 221, 224, 234–235, 237, 240

Autonomy, 50, 53, 59, 125, 162, 195–196,201–202

BBelief systems, 145, 154, 163Binaries, 260Board of Directors, 186, 237, 241

CCare, 1–2, 7, 13–15, 17, 29, 42, 45, 52, 59,

211, 216, 219, 223, 225, 236, 238–242,247–251, 253, 259–260

Career development, 25–26, 169–170, 175,178–179, 181, 188, 190, 218, 222

CEO, 21, 35, 45, 113, 132, 139, 151, 153, 158,193, 199, 201, 253

Character, 43, 143, 153Colonialization, 239Colonized cultures, 211–212Communal mode, 146, 213–214, 224Community, 2, 6–7, 25, 28, 40–43, 45, 52–56,

59, 66, 70, 143, 148, 159, 177, 190,192, 203, 212–222, 225, 231, 233–234,236–237, 239–242, 246–251, 253

Community development, 213, 246Compensation, 24Competitive advantage, 112, 185Complex adaptive systems (CAS), 3–4, 42,

50–51, 69, 110–111, 113–122, 124,127, 130–131, 141–142, 145, 147–148,153, 155, 234

Cooperation, 25, 27, 34, 60, 66, 70–71, 101,110, 115, 119–120, 144, 252–255

Culture, 5–6, 36–38, 46, 101, 141, 143–145,147, 150, 177, 180, 187–188, 190,195, 199–201, 203–204, 209–226, 235,248–249, 252–256

DDifference, 3, 8, 16, 18, 20, 35–37, 51, 56–57,

70, 73, 87, 90–93, 98–100, 111, 121,123, 126, 158–159, 171–173, 175–187,179–180, 189, 195–196, 199, 201–203,211, 232, 235, 237–238, 241, 255

Discipline, 7, 58, 212, 236, 240, 262Discourse, 5, 55, 67–68, 72, 72, 89, 93, 98,

171–172, 174, 177, 179–180, 234Discrimination, 2–3, 36, 172–173, 176, 256Diversity, 5, 20, 26–29, 35, 46, 57, 116, 123,

126, 130, 140, 158–159, 170–171,174–175, 180–181, 210, 215, 220, 224,234, 238, 247

Dualism, 177, 187, 204

EEffectiveness, 56–59, 81, 94, 131, 141, 143,

178Embodiment/embodied, 3, 7, 45, 59, 80,

213–214, 217, 223–224, 236, 260Emotion, 25, 28, 57–59, 66, 69–70, 98–99,

102, 171, 177, 189, 197, 223–224, 247,253–254, 263

Enabling leadership, 69, 71, 110–111,119–120, 123–128, 150–151, 155

277

278 Subject Index

Equality, 3–4, 12–18, 140, 144, 160, 172, 174,176–177, 179–180, 233, 260

Equal opportunity, 58, 176, 178, 187, 260Essentialism, 1, 3, 5, 51, 57, 79, 83, 111, 150,

158, 169, 171–172, 177, 225, 234, 237,249

Ethical decision-making, 51, 54, 144Ethics of care, 1, 260Exclusion, 5, 187, 190, 202, 204, 241Executives, 2, 5, 20–21, 23, 25, 27, 29, 36,

40, 43, 139, 144–145, 151, 153–154,157–158, 160, 163, 185–204, 214, 216,248, 255, 262

FFairness, 140, 248Family, 2, 12–13, 16, 20, 28–29, 187, 189–190,

195, 201, 203, 214–215, 218–220,222–223, 225, 236–237, 247–248

Femininity, 17, 71, 172, 175, 179–180, 243Feminism, 2, 4, 7, 12, 72, 172, 262Followers, 1, 4, 21, 29, 36, 43–44, 46, 59,

68, 75–81, 84, 88, 90, 100, 102, 142,144–145, 147, 213, 221, 247, 250,254–255, 261

GGender diversity, 174Gender inclusivity, 3, 5Girl leadership, 241Glass ceiling, 2, 19, 27, 36, 139–140, 144, 188,

200, 202, 204, 222Governance, 34, 36, 40–41, 43, 109, 211, 225,

232Great man theory, 65, 75, 141, 148

HHabits, 20, 37, 54, 140–141, 145, 156, 232,

260Harassment, 6, 13, 201, 233, 236, 238Hierarchy, 18, 34, 65–73, 89, 94, 115,

117–120, 122, 128, 130, 160, 188, 198,238, 248, 253–254, 261

Historical perspectives, 11–18, 19–29

IIndigenous epistemologies, 6, 224Indigenous women, 2, 210, 212–226Institutions, 2, 6, 14, 16, 41–42, 56, 60, 113,

150, 174, 193, 212–213, 217, 219,231–233, 236–238, 240, 242, 262

Integrity, 51, 157, 163, 218, 223, 248–250Intuition, 60, 198–199

JJustice, 6, 56, 172, 176–177, 215–217, 231,

236, 240, 250

LLeaking pipeline, 73, 139–140, 144Legislation, 37, 246

MMachiavellianism, 145Marginalization, 173, 212–213, 234–235, 256Masculinity, 70, 72, 172, 177, 179–180Mental models, 37–38, 40, 85, 148, 259Mentoring, 6, 44, 151, 175, 177–178, 218,

224–225Middle management/managers, 2, 119,

122–123, 151Moral development, 145Moral imagination, 33, 46, 251, 260Moral values, 157

NNarratives, 3, 6–8, 18, 87, 192, 214, 221, 224,

238Networking, 4–5, 44, 71, 99–100, 161, 169,

171–173, 178, 181, 252–253Networks, women’s, 5, 169–181, 262

OOppression, 172, 233, 240, 243Organizational climate, 203Organizational culture, 188, 190, 195,

199–201, 203–204Organizational structures, 202

PParadox, 39, 56–57, 142, 147, 158, 170, 179,

238, 261Paternalism, 5, 185, 199, 203–204, 235Patriarchal order, 16, 172, 212–213, 219, 223,

225, 245Performance, 20–21, 26–27, 37, 44–45, 52–53,

57, 70, 80, 112, 114, 117, 132, 150,157, 160, 185, 189, 200, 256

Politics, 7, 127, 173, 196, 219, 232, 235,242–243, 259

Power, 4–5, 11–12, 15–17, 20–21, 23–24,26–28, 44, 50, 53, 58, 69–70, 85–86,113, 127, 142, 146, 149, 156, 171–174,177, 179–180, 188, 190, 195–196, 199,201, 203, 210–214, 219, 221, 237,239–240, 249, 252, 254, 260

Subject Index 279

Practices, 2, 5–6, 35, 38, 42, 50–51, 53, 55–56,58–59, 69, 99, 101, 113, 126, 130,140–142, 144–147, 154, 155–156, 158,160–163, 169–181, 185–204, 209–226,231–242, 245–256

Prejudice, 2–3, 5, 7, 141, 143, 145–147, 155,161–163, 187, 260, 262

Professional, 5, 13–14, 17–18, 26–27, 43, 45,71–72, 169–181, 196, 213–214, 218,220, 222, 232–233, 249–250

Promotion, 25–26, 44, 139, 143–146, 150, 154,158, 178–179, 197

QQualitative study, 5, 43

RRelational leadership, 4, 65–73, 75–103,

109–132, 147, 262Representation, 80, 85, 158, 161, 171,

173–175, 179, 234, 236, 260Responsibility, 5, 7, 43, 50, 52–53, 55, 58, 86,

88, 94, 96, 129, 141, 143, 148–149,154–155, 157, 160, 162–163, 170, 194,196, 204, 211–212, 218, 223–225,246–247, 249–251, 255

Responsible leadership, 6, 146, 245–256Responsiveness, 50–51, 66, 150, 222Reward, see CompensationRituals, 212, 218

SSensitivity, 66, 115, 150, 160–162, 173, 192Sex/gender distinction, 142, 180Sex industry, 6Sexual difference, 171, 179Sexuality, 6, 235Social

constructionist approach, 76, 82, 172constructivism, 260responsibility, 35, 246, 249scientific approach, 144–145

Stakeholders, 6, 37, 39–43, 146, 159, 162–163,175, 213, 246–247, 250–254

Standards, 27, 45, 56, 92, 114, 157, 173–174,221, 246, 252

Stereotypes, 1–2, 5, 7, 11, 19, 66, 71–72, 82,140–142, 144–146, 154–157, 159,171–172, 174, 179–180, 210, 245

Surveys, 4, 20, 23, 25–29, 68, 73, 83, 91–92,98, 103, 188, 237, 240

Sustainability, 51, 219Systemic leadership, 3, 5, 49–60, 139–164,

222, 238, 245, 261–262Systems thinking, 33–46, 49–60, 139, 255, 260

TTacit knowledge, 3Teenagers, 2, 6, 236Top-down management, 6, 70, 113, 117–121,

129, 141, 143, 156, 254, 261Top management, 20, 127, 140, 150, 171, 186Tradition, 1, 3, 19–20, 26, 35–36, 43, 46, 50,

66–69, 71, 75–77, 85–86, 88, 90, 92,99–101, 109, 111–113, 148–149, 156,173, 177, 179, 210–213, 216–223,247–248, 253, 255, 259

Traits approach, 141–142Transactional leadership, 20, 142Transformational leadership, 20, 27–28,

33–46, 49–60, 142, 146, 221, 260Transformative diversity, 180–181Trust, 3, 23, 37, 46, 51, 53, 55, 58, 60, 75, 79,

92, 142, 146, 157, 161, 169, 214, 216,237–238, 246, 249–251, 261, 263

Turnover, 185–204

VValues, 3–5, 37–39, 43, 45–46, 52–54, 66,

68–70, 77, 86, 95, 97–100, 142, 146,152–153, 156–157, 159–161, 172,175–177, 195–196, 198–199, 201, 203,211–214, 217, 221–222, 224–226,240–241, 247–252, 254–256

Voluntary turnover, 5, 185–204

WWomen of color, 234, 236Women leaders, 2–4, 11–18, 19–29, 33–46,

140, 143–144, 146–147, 153–154, 163,169–181, 185–204, 209–226, 245–256

Women’s movements, 4, 11–18, 259