{"title":"妇女领导能力发展中存在的性别反身性问题","authors":"L. Perriton","doi":"10.1108/jmd-03-2022-0053","DOIUrl":null,"url":null,"abstract":"PurposeResearch on women's leadership development over the past two decades has seen a move away from feminist theory that embeds action at a structural level as the objective of consciousness raising realised during the programme. The purpose of this paper is to examine the implications of the stalling of collective action needed to challenge the continued under-representation of women in leadership roles.Design/methodology/approachThe paper is conceptual. Gender reflexivity – as the basis for claims within women's leadership development programmes (WLDPs) that are based on identity work to enable wider transformation of organisations in respect of structural barriers – is examined and critiqued.FindingsWomen's leadership development is unlikely to be able to used as a vehicle for structural change whilst it remains focused on self-acceptance, self-management and self-development of the individual participants. Gender reflexivity, as the warrant for change and transformation, is not used in a way that can deliver organisational change. Part of this is the way in which it is misapplied within human resource development and part of this is the continued lack of framing WLDP as a historical practice in support of the current logic of leadership.Originality/valueThis paper contributes to the development of a critical approach to women's leadership development from a feminist theory perspective.","PeriodicalId":48006,"journal":{"name":"JOURNAL OF MANAGEMENT DEVELOPMENT","volume":" ","pages":""},"PeriodicalIF":2.5000,"publicationDate":"2022-08-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"1","resultStr":"{\"title\":\"The problematic persistence of gender reflexivity in women's leadership development\",\"authors\":\"L. Perriton\",\"doi\":\"10.1108/jmd-03-2022-0053\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"PurposeResearch on women's leadership development over the past two decades has seen a move away from feminist theory that embeds action at a structural level as the objective of consciousness raising realised during the programme. The purpose of this paper is to examine the implications of the stalling of collective action needed to challenge the continued under-representation of women in leadership roles.Design/methodology/approachThe paper is conceptual. Gender reflexivity – as the basis for claims within women's leadership development programmes (WLDPs) that are based on identity work to enable wider transformation of organisations in respect of structural barriers – is examined and critiqued.FindingsWomen's leadership development is unlikely to be able to used as a vehicle for structural change whilst it remains focused on self-acceptance, self-management and self-development of the individual participants. Gender reflexivity, as the warrant for change and transformation, is not used in a way that can deliver organisational change. Part of this is the way in which it is misapplied within human resource development and part of this is the continued lack of framing WLDP as a historical practice in support of the current logic of leadership.Originality/valueThis paper contributes to the development of a critical approach to women's leadership development from a feminist theory perspective.\",\"PeriodicalId\":48006,\"journal\":{\"name\":\"JOURNAL OF MANAGEMENT DEVELOPMENT\",\"volume\":\" \",\"pages\":\"\"},\"PeriodicalIF\":2.5000,\"publicationDate\":\"2022-08-11\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"1\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"JOURNAL OF MANAGEMENT DEVELOPMENT\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1108/jmd-03-2022-0053\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q3\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"JOURNAL OF MANAGEMENT DEVELOPMENT","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/jmd-03-2022-0053","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"MANAGEMENT","Score":null,"Total":0}
The problematic persistence of gender reflexivity in women's leadership development
PurposeResearch on women's leadership development over the past two decades has seen a move away from feminist theory that embeds action at a structural level as the objective of consciousness raising realised during the programme. The purpose of this paper is to examine the implications of the stalling of collective action needed to challenge the continued under-representation of women in leadership roles.Design/methodology/approachThe paper is conceptual. Gender reflexivity – as the basis for claims within women's leadership development programmes (WLDPs) that are based on identity work to enable wider transformation of organisations in respect of structural barriers – is examined and critiqued.FindingsWomen's leadership development is unlikely to be able to used as a vehicle for structural change whilst it remains focused on self-acceptance, self-management and self-development of the individual participants. Gender reflexivity, as the warrant for change and transformation, is not used in a way that can deliver organisational change. Part of this is the way in which it is misapplied within human resource development and part of this is the continued lack of framing WLDP as a historical practice in support of the current logic of leadership.Originality/valueThis paper contributes to the development of a critical approach to women's leadership development from a feminist theory perspective.
期刊介绍:
■Competence-based management development ■Developing leadership skills ■Developing women for management ■Global management ■The new technology of management development The Journal of Management Development draws together the thinking and research relating to the role played by managers in their immediate environment, and the ways in which they can widen their responsibilities to take on larger roles. Many companies now appreciate that investment in management development helps to reduce costs, increase sales and improve productivity - so it"s well worth investigating.