Table of Contents

Handbook of Gendered Careers in Management

Handbook of Gendered Careers in Management

Getting In, Getting On, Getting Out

Research Handbooks in Business and Management series

Edited by Adelina M. Broadbridge and Sandra L. Fielden

Handbook of Gendered Careers in Management provides an international overview of current practice and theory surrounding gendered employment in management, illustrating the impact of gender on key stages of career development.

Chapter 10: Breaking down barriers

Susan M. Adams

Subjects: business and management, diversity and management, gender and management, human resource management


Career barriers faced by women are discussed in other chapters of this book and elsewhere. This chapter focuses on how to break down gender-related barriers from a change management perspective. In a meta-analytic study of predictors of career success, Ng et al. (2005) found different predictors for objective and subjective measures of success. Attention here is on objective career success (for example, career advancement such as promotions or pay raises) rather than on subjective career success (for example, job satisfaction or work engagement). Specifically, being female is negatively related to the objective career success measures of higher salaries and promotions (ibid.). Bentley University’s Center for Women and Business provides specific action steps that companies and their CEOs, women and public policy officials can take to advance women in business (Adams and Idea Exchange Writing Collaborative, 2012). The notable conclusion of this study is that a concerted effort is necessary by multiple parties to make substantive change (see the Appendix at the end of the chapter).

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