- Jamaica Plain, Massachusetts, United States
Page 1. ANNE HELAINE LITWIN SHADOW AND LIGHT: A DISSERTATION SHADOW AND LIGHT: A STUDY OF PATTERNS OF RELATIONSHIP AMONG WOMEN IN THE WORKPLACE A dissertation submitted by ANNE HELAINE ...
Research Interests:
Page 1. ANNE HELAINE LITWIN SHADOW AND LIGHT: A DISSERTATION SHADOW AND LIGHT: A STUDY OF PATTERNS OF RELATIONSHIP AMONG WOMEN IN THE WORKPLACE A dissertation submitted by ANNE HELAINE ...
Research Interests:
Page 1. ANNE HELAINE LITWIN SHADOW AND LIGHT: A DISSERTATION SHADOW AND LIGHT: A STUDY OF PATTERNS OF RELATIONSHIP AMONG WOMEN IN THE WORKPLACE A dissertation submitted by ANNE HELAINE ...
Research Interests:
An increasing sense of urgency to attract, develop, and retain the best talent to lead in the unpredictable global marketplace of the future has put pressure on corporations to develop potential women leaders and create more gender-... more
An increasing sense of urgency to attract, develop, and
retain the best talent to lead in the unpredictable global
marketplace of the future has put pressure on corporations
to develop potential women leaders and create more gender-
balanced organizational leadership. In addition, the
#MeToo and #TimesUp movements have put a spotlight on
ways that a lack of gender-balanced leadership contributes
to maintenance of organizational cultures that turn a blind
eye to sexual harassment and gender-based discrimination.
Debebe et al. note that “the quest to develop talent across
all workforce segments coupled with the persistent underrepresentation
of women in leadership positions in organizations
across the globe has led to increasing demand for
women’s leadership development programs (WLDP) over
recent years.” 1 It is now widely understood that it is not
enough for women to learn and practice leadership skills
in WLDPs only to return to organizations in which unfair
attitudes, policies, and practices, (known as second-generation
bias), create barriers to women advancing to leadership
roles. For this reason, scholars suggest it is important
for WLDP’s to incorporate a dual agenda of developing
women leaders and changing organization cultures so that
diverse talent can emerge and thrive. 2
retain the best talent to lead in the unpredictable global
marketplace of the future has put pressure on corporations
to develop potential women leaders and create more gender-
balanced organizational leadership. In addition, the
#MeToo and #TimesUp movements have put a spotlight on
ways that a lack of gender-balanced leadership contributes
to maintenance of organizational cultures that turn a blind
eye to sexual harassment and gender-based discrimination.
Debebe et al. note that “the quest to develop talent across
all workforce segments coupled with the persistent underrepresentation
of women in leadership positions in organizations
across the globe has led to increasing demand for
women’s leadership development programs (WLDP) over
recent years.” 1 It is now widely understood that it is not
enough for women to learn and practice leadership skills
in WLDPs only to return to organizations in which unfair
attitudes, policies, and practices, (known as second-generation
bias), create barriers to women advancing to leadership
roles. For this reason, scholars suggest it is important
for WLDP’s to incorporate a dual agenda of developing
women leaders and changing organization cultures so that
diverse talent can emerge and thrive. 2
Research Interests:
This exploratory, conceptual paper looks at perceptions of results through the lens of gender. Leadership implicitly focuses on results. Leadership takes many forms, some of which can be thought of as more masculine or feminine than... more
This exploratory, conceptual paper looks at perceptions of results through the lens of gender. Leadership implicitly focuses on results. Leadership takes many forms, some of which can be thought of as more masculine or feminine than others. The authors suggest that both feminine and masculine approaches to leadership have value, and that feminine approaches are currently hidden and undervalued in Western society. By embracing a greater diversity of leadership approaches, and by thinking of results in more varied ways, we can become more agile and innovative in our work with complex challenges.
Research Interests:
Research Interests:
Research Interests:
subject.1 Popular culture portrays women’s workplace relationships as largely negative, with women often described as catty, mean, or intrinsically untrustworthy. In the same vein, practitioner-oriented publications focus on women’s... more
subject.1 Popular culture portrays women’s
workplace relationships as largely negative, with women
often described as catty, mean, or intrinsically untrustworthy.
In the same vein, practitioner-oriented publications
focus on women’s relational aggression and competition.2
On the other hand, a large body of feminist literature
describes women’s experiences as grounded in oppressive
systems and focuses on positive contributions that women
make to organizations.3
workplace relationships as largely negative, with women
often described as catty, mean, or intrinsically untrustworthy.
In the same vein, practitioner-oriented publications
focus on women’s relational aggression and competition.2
On the other hand, a large body of feminist literature
describes women’s experiences as grounded in oppressive
systems and focuses on positive contributions that women
make to organizations.3
The goals of Organization Development are traditionally described as helping organizations plan and implement change. There are times, however, when organizations do not know, or do not want to know, that they need to adapt and change.