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Edited by Diana Bilimoria and Sandy Kristin Piderit
Chapter 5: Career Development of Managerial Women: Attracting and Managing Talent
5 Career development of managerial women: attracting and managing talent1 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...
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