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| Untersuchte Arbeit: Seite: 243, Zeilen: 1-14 |
Quelle: Cuadrado Morales Recio 2008 Seite(n): 63, Zeilen: left col., last two lines; right col, 1-7, last paragraph |
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| [In fact, the statistics still show that women have not yet] advanced as much as would be fair and desirable. There is still discriminatory treatment toward female leaders or toward women who attempt to perform these roles, but, from our viewpoint, some conditions must be met for this to occur. For example, it is more likely to occur in people who display strong gender stereotypes, and when women try to gain access to positions of power and prestige in jobs that are incongruent with their gender.
The researcher feels that organizations should take into account the contributions and the value of feminine styles, instead of blocking women’s access to traditionally masculinized settings. Likewise, they should consider the importance of the feminine styles when training managerial skills and styles. It is very likely that these aspects, together with the growing access of women to leadership positions—which will gradually modify the content of gender stereotypes— [sic] will prevent the devaluation of female leaders and allow egalitarian access of men and women to positions of responsibility. Not only women, but organizations and society in general can achieve important benefits. |
In fact, the statistics still show that women have not yet advanced as much as would be fair and desirable. There is still discriminatory treatment toward female leaders or toward women who attempt to perform these roles, but, from our viewpoint, some conditions must be met for this to occur. For example, it is more likely to occur in people who display strong gender stereotypes, and when women try to gain access to positions of power and prestige in jobs that are incongruent with their gender. [...]
While aware of the limitations, the main implication of these results for the access of women to leadership positions is that organizations should take into account the contributions and the value of feminine styles, instead of blocking women’s access to traditionally masculinized settings. Likewise, they should consider the importance of the feminine styles when training managerial skills and styles. It is very likely that these aspects, together with the growing access of women to leadership positions—which will gradually modify the content of gender stereotypes—will prevent the devaluation of female leaders and allow egalitarian access of men and women to positions of responsibility. Not only women, but organizations and society in general can achieve important benefits. |
The source is not given. |
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