Gender is considered to be of basic systematic origin in our realization of the world and everything in it. For
women in leadership roles, the affair is difficult as the reference frames for potentially assessing women are
restricted (24) and stereotyping is seen as "the best bet we have". When we use stereotyping because it makes our
life easier, we stereotype based on familiar women’s roles (mothers, wives, nurses, etc.) and the characteristics
they embody, which are currently inconsistent with those that traditionally define a good business leader (25).
Furthermore, gender does lead to variations in TL practice, and mentions to female leaders were more
charismatic and intellectually stimulating than their male peers (26). (27) concluded that the absence of women in
the ranks of senior management is an expressive sign that the whole process of selection, draft and advancement
in educational organizations is in need of an overhaul. In addition, women account for 51% of the population and
46.5% of the labor force but their representation at more senior corporate levels is negligible by comparison. In
2000, women represented 12.5% of Fortune 500 corporate line officers while only 5.1% of the highest-ranked
corporate officers and accounted for 11.7% of the membership of boards of directors. Political correctness aside,
women’s presence in more powerful line positions is even lower: only 7.3% of Fortune 500 corporate line officers
are women; only 5.1% of the highest ranking corporate officer positions are held by women and, last but not least,
only 4.1% of top earners are women (28).Moreover, women hold less than 3% of most senior management
positions in major corporations in the U.S. and less than 2% of all senior management positions in Europe. In Italy,
the proportion of women executives falls to a paltry 0.1% (29).
Gender is considered to be of basic systematic origin in our realization of the world and everything in it. Forwomen in leadership roles, the affair is difficult as the reference frames for potentially assessing women arerestricted (24) and stereotyping is seen as "the best bet we have". When we use stereotyping because it makes ourlife easier, we stereotype based on familiar women’s roles (mothers, wives, nurses, etc.) and the characteristicsthey embody, which are currently inconsistent with those that traditionally define a good business leader (25).Furthermore, gender does lead to variations in TL practice, and mentions to female leaders were morecharismatic and intellectually stimulating than their male peers (26). (27) concluded that the absence of women inthe ranks of senior management is an expressive sign that the whole process of selection, draft and advancementin educational organizations is in need of an overhaul. In addition, women account for 51% of the population and46.5% of the labor force but their representation at more senior corporate levels is negligible by comparison. In2000, women represented 12.5% of Fortune 500 corporate line officers while only 5.1% of the highest-rankedcorporate officers and accounted for 11.7% of the membership of boards of directors. Political correctness aside,women’s presence in more powerful line positions is even lower: only 7.3% of Fortune 500 corporate line officersare women; only 5.1% of the highest ranking corporate officer positions are held by women and, last but not least,
only 4.1% of top earners are women (28).Moreover, women hold less than 3% of most senior management
positions in major corporations in the U.S. and less than 2% of all senior management positions in Europe. In Italy,
the proportion of women executives falls to a paltry 0.1% (29).
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