Women in project management: entry into a male domain?

Andrew W Gale · Susan Cartwright

64 citations0/0 files storedLeadership & Organization Development Journal

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Gender Diversity and Inequality Gender and Feminist Studies Gender Politics and Representation

Abstract

Deals with the under‐representation of women in management and project management. Discusses the issue of women as a “special case” critically. Draws on recent research relating to work patterns of men and women. Argues that women′s advancement and participation in project management is a function of the type of organizational culture which has traditionally characterized the industry sectors which employ the skills and techniques of project management. This is the first of two articles which develop this argument.

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References

1983Corporate cultures: The rites and rituals of corporate life 1973The relationship between sex role stereotypes and requisite management characteristics.1975Relationships between sex role stereotypes and requisite management characteristics among female managers.1989Management Women and the New Facts of Life 1987Breaking the glass ceiling 1991Workplace variables, affective responses, and intention to leave among women managers 1982Stress effects of sexual harassment on the job: Implications for counseling.

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2013MBTI Personality Types of Project Managers and Their Success: A Field Survey 2007Project Manager Leadership Behaviors and Frequency of Use by Female Project Managers 2010An Exploratory Study of Gender in Project Management: Interrelationships with Role, Location, Technology, and Project Cost 2017“The aura of capability”: Gender bias in selection for a project manager job 2002An exploratory investigation of learning culture theory and employee participation in decision making 2018Second-generation gender bias

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