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Womens’ Managerial Aspirations: An Organizational Development Perspective, Grace Lemmon
Womens’ Managerial Aspirations: An Organizational Development Perspective, Grace Lemmon
Grace Lemmon
Some authors have explained the dearth of women leaders as an “opt-out revolution”—that women today are making a choice not to aspire to leadership positions. The authors of this article present a model that tests managers’ biased evaluations of women as less career motivated as an explanation for why women have lower managerial aspirations than men. Specifically, they hypothesize that day-to-day managerial decisions involving allocating challenging work, training and development, and career encouragement mean women accrue less organizational development, and this is one explanation for their lower managerial aspirations. The authors’ model is based on social role theory and is …
A Trickle-Down Model Of Psychological Contract Breach: The Impact Of Supervisors’ Relationships On Employee Perceptions Of Kept Promises, Grace Lemmon
Grace Lemmon
No abstract provided.
Women’S Managerial Aspirations From A Career Development Perspective, Grace Lemmon
Women’S Managerial Aspirations From A Career Development Perspective, Grace Lemmon
Grace Lemmon
No abstract provided.
Womens’ Underrepresentation In Upper Management: New Insights On A Persistent Problem, Grace Lemmon
Womens’ Underrepresentation In Upper Management: New Insights On A Persistent Problem, Grace Lemmon
Grace Lemmon
No abstract provided.
The Role Of Resources In Social Exchange, Grace Lemmon
The Role Of Resources In Social Exchange, Grace Lemmon
Grace Lemmon
No abstract provided.
Bosses’ Perceptions Of Family-Work Conflict And Women’S Promotability: Glass Ceiling Effects, Grace Lemmon
Bosses’ Perceptions Of Family-Work Conflict And Women’S Promotability: Glass Ceiling Effects, Grace Lemmon
Grace Lemmon
We examine one potential reason for the persistence of the glass ceiling: bosses' perceptions of female subordinates' family-work conflict. Person categorization and social role theories are used to examine whether bosses (both male and female) perceive women as having greater family-work conflict and therefore view them as mismatched to their organizations and jobs. The results support our model: bosses' perceptions of family-work conflict mediated the relationships between subordinate sex and perceptions of person-organization fit, person-job fit, and performance. Both types of fit were related to promotability (nomination for promotion and manager-assessed promotability). We discuss implications for practice and future research. …
Bosses’ Perceptions Of Work-Family Conflict And Women’S Upward Mobility: The Glass Ceiling Reexamined, Grace Lemmon
Bosses’ Perceptions Of Work-Family Conflict And Women’S Upward Mobility: The Glass Ceiling Reexamined, Grace Lemmon
Grace Lemmon
No abstract provided.
The Interactive Effect Of Political Skill And Growth-Need On Outcomes: Boundaries On The Utility Of Workplace Political Behavior, Grace Lemmon
Grace Lemmon
No abstract provided.
Person-Team Fit And Team Performance As Moderators Of The Relationship Between Lmx And Work Outcomes, Grace Lemmon
Person-Team Fit And Team Performance As Moderators Of The Relationship Between Lmx And Work Outcomes, Grace Lemmon
Grace Lemmon
No abstract provided.
Asymmetrical Effects Of Positive Job Experiences And Generalized Workplace Harassment On Well-Being, Grace Lemmon
Asymmetrical Effects Of Positive Job Experiences And Generalized Workplace Harassment On Well-Being, Grace Lemmon
Grace Lemmon
No abstract provided.
Identity’S Role In The Relationship Between Abusive Supervision And Family Outcomes, Grace Lemmon
Identity’S Role In The Relationship Between Abusive Supervision And Family Outcomes, Grace Lemmon
Grace Lemmon
No abstract provided.
Management Of A Diverse Workforce: Meanings And Practices, Grace Lemmon
Management Of A Diverse Workforce: Meanings And Practices, Grace Lemmon
Grace Lemmon
No abstract provided.