Challenges and Opportunities
Edited by Ronald J. Burke and Mary C. Mattis
Chapter 2: High-achieving women: progress and challenges
Ronald J. Burke1 INTRODUCTION Why should organizations be interested in developing and utilizing the talents of women? Schwartz (1992) summarizes reasons why supporting the career aspirations of talented and successful managerial women makes good business sense. These include obtaining the best people for leadership positions, giving the CEO experience in working with capable women, providing female role models for younger high-potential women, ensuring that companies’ opportunities for women will be noticed by both women graduates in recruiting and women customers, and guaranteeing that all ranks of management will be ﬁlled with strong executives. The recruitment, hiring and development of managerial women is increasingly seen as a bottom-line issue related to corporate success (Hays-Thomas, 2004). Organizations seem to be doing a good job at recruiting and hiring capable women, but they appear to have difficulty in developing and retaining managerial women and advancing them into the ranks of senior management. The glass ceiling that women encounter refers to a subtle and almost invisible but strong barrier that prevents women from moving up to senior management. It is also apparent that women experience bias the moment they enter organizations. Schwartz argues that it is the impact of these subtle, and not so subtle, experiences that limits women’s career opportunities. This leads to another and more contemporary question: why are there so few women in top management? This chapter considers the following issues: • What factors account for the gains that women have made in advancing their career? • What barriers have limited women’s career...
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