Clearly, being a leader means more than inspiring others to perform. Going from being an outstanding individual performer to being a successful leader of others requires a new self-definition
What Keeps High-Achieving Women from Choosing Executive Positions: VII. Results: Themes Four and Five
The themes and patterns presented below and in the previous essay were matched to the assumptions defined prior to the research in the Hypothesis section (see earlier essay). Each theme is titled before the assumption, and then the results are given either validating or modifying the assumption. Following are the final two themes.
The intent of the research was to discover and share the inner factors—the beliefs, needs, aspirations, traits and choices—that are keeping this group of women from moving into executive positions.
In order to understand the behavior of high-achieving women in organizations, we cannot simply observe them in action. We have to take into account what the women feel and think to grasp both the ways they see the world and the motivations that drive their actions.
At least 30 years have passed since women became managers in significant numbers in the United States. This rise has been fraught with difficulties and roadblocks.
In this essay, I review literature concerning self-confidence, expectations and self-defeating behavior among women in corporate life.
In an attempt to grasp the complexity of what is hindering the success of high-achieving woman in today’s corporate environment, a review of recent articles, books and research was done to determine if the factors that are hindering women from moving into the executive ranks are clear.
The second generation of women leaders, born between 1955 and 1980, are better trained, more savvy and have a stronger sense of self than their pioneer predecessors. However, women still hold only 16 percent of corporate officer positions in the United States.