Women managers and organizational power

Abstract

The absence of women from top management was long attributed to the traditional “ball and chain” of family responsibilities. The fundamental reason for women’s slow progress in the realms of power may lie elsewhere. Recent research has sought to identify the elements which constitute an invisible barrier – or glass ceiling – which continues to keep women from top positions. How far does the organization, as an institution, contribute through its culture to this exclusion? In this paper a comparative study of two firms will suggest to what extent the organizational culture models the professional identity of women and their subsequent relationship with power.

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