Handbook on Women in Business and Management
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Handbook on Women in Business and Management

Edited by Diana Bilimoria and Sandy Kristin Piderit

This comprehensive Handbook presents specially commissioned original essays on the societal roles and contexts facing women in business and management, the specific career and work–life issues of women in these fields, organizational processes affecting women, and the role of women as leaders in business and management. The essays shed light on the extant structures and practices of society and organizations that constrain or facilitate women’s representation, treatment, quality of life, and success.
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Chapter 5: Career Development of Managerial Women: Attracting and Managing Talent

Ronald J. Burke


1 Ronald J. Burke During the past two decades, dramatic increases in the numbers of women entering the workforce and pursuing professional and managerial careers have had a major impact on the workplace (Burke, 2005). Although armed with appropriate education, training and years of experience, managerial and professional women have not made much progress in entering the ranks of senior management (Powell, 1999). They encounter what some have termed a glass ceiling (Morrison et al., 1987) or a glass escalator (Maume, 1999). Because women are now a significant component of the workforce, their recruitment and development is increasingly seen as a bottom-line issue related to corporate success (Burke and Mattis, 2005; Schwartz, 1992). This chapter provides a selective review of content areas reported to have positive influences on the career development and retention of professional and managerial women and considers issues raised by these findings. Specific topics covered include: models of career development, different models of career development for women and men, work experiences and career development, developmental job experiences, developmental relationships, the opt-out revolution, alternative work arrangements and organizational initiatives supporting women’s advancement. Models of career development Most researchers have taken the position that general models of career development should fit women as well as men, particularly if women are entering the same occupations and are similar to men in abilities and ambitions. Issues of child-rearing and family have been given little attention and it has been assumed that women would have successful careers by following...

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