The document summarizes a study on how women in managerial positions in Texas's 15 most populated counties have adopted transformational leadership styles to address gender bias in public administration. A survey using questions from the Multifactor Leadership Questionnaire was distributed to 150 women, with 25 responding. The results showed that the women strongly exhibited transformational leadership behaviors and less transactional and laissez-faire styles. The study provided evidence that transformational leadership can help women overcome biases, but had limitations like sample size that could be addressed in future research.
Learn what transformational leadership is, the qualities of a transformational leader, how they transform themselves, others, organizations, the world! Discover the impact that your being a transformational leader can have on bringing about a change in the world that we need to see that is in the best interest of everyone, a moral change.
Using the last Big Data technologies like Spark Dataframe, HDFS, Stratio Intelligence or Stratio Crossdata. We have developed a solution which is able to obtain critical information for multiple datasources like text files o graph databases. This process it's a simple and straight forward solution that solves the translation of a Graph database with multiple and different structured entities to a Graph library, and the problem of querying a massive database without timeouts.
Find here the complete talk: https://www.youtube.com/watch?v=vucXQwEhpfw
Learn what transformational leadership is, the qualities of a transformational leader, how they transform themselves, others, organizations, the world! Discover the impact that your being a transformational leader can have on bringing about a change in the world that we need to see that is in the best interest of everyone, a moral change.
Using the last Big Data technologies like Spark Dataframe, HDFS, Stratio Intelligence or Stratio Crossdata. We have developed a solution which is able to obtain critical information for multiple datasources like text files o graph databases. This process it's a simple and straight forward solution that solves the translation of a Graph database with multiple and different structured entities to a Graph library, and the problem of querying a massive database without timeouts.
Find here the complete talk: https://www.youtube.com/watch?v=vucXQwEhpfw
Publicación que contiene experiencias y propuestas innovadoras provenientes de diferentes países de Europa (Países Nórdicos, Alemania, Francia, Gran Bretaña, España…), en relación con los servicios de atención en el domicilio y en el entorno, las ofertas de vivienda para toda la vida, programas de adaptación de viviendas, el papel de la tecnología y las TIC para vivir en el domicilio y experiencias y buenas prácticas de coordinación sociosanitaria.
Что такое REPL, как он устроен и какие крутые возможности в нём заложены. Поговорим о выполнении кода в REPL и о том как работает автокомплит в динамических языках. Ответим на вопрос что такое vm.runInContext, перехватим парочку промисов, сделаем вывод результатов действительно приятным и даже узнаем как подгрузить нужные модули и не подать виду. В заключение рассмотрим потрясающие возможности, которые даёт нам инфраструктура npm и как это всё можно использовать в работе.
Доклад ориентирован на тех, кому небезынтересен мир Node.js, но будет доступен также и более широкому кругу JS-разработчиков. Надеюсь, для кого-нибудь этот доклад станет очередной ступенькой в изучении любимого языка.
Highlights from Elephant in the Valley research on gender discrimination in Silicon Valley was presented at the Anita Borg Institute's partner conference
The importance of women in organizational effectiveness cannot be overemphasised. Nonetheless, women are underrepresented in senior leadership positions in business today. Therefore, it is critical that you begin questioning and shifting the culture to ensure that your executive teams include women who can make critical decisions.
What role does your company's culture play in ensuring women succeed and grow in their positions? What are the most critical leadership skills for the next generation of female leaders?
In this deck, you'll find insights and actionable strategies to keep your organisational female leadership pipeline strong.
You will also learn:
• How to create a culture conducive to female retention and leadership
• How your company and its culture can empower women
• The most essential leadership competencies for emerging female leaders
• Unique and effective approach to women's leadership development
ICF Team and Work Group Coaching Community of Practice hosts author David Ducheyne as he reviews the challenges leaders face today, based on his book “Sustainable Leadership: How to lead in a VUCA-world”.
To him, leadership is based on character and if the individual wants to be sustainable, he/she must remain true to themselves. But, often there is so much pressure coming from the context that character can have the tendency to erode. David will discuss how this happens and how we, as coaches, can prevent it. Additionally, he will share some frameworks that will help both emerging and established leaders reflect on their current and future leadership styles. These can be used as coaching tools to help clients find a context in which their character can be part of the solution for successful leadership.
Publicación que contiene experiencias y propuestas innovadoras provenientes de diferentes países de Europa (Países Nórdicos, Alemania, Francia, Gran Bretaña, España…), en relación con los servicios de atención en el domicilio y en el entorno, las ofertas de vivienda para toda la vida, programas de adaptación de viviendas, el papel de la tecnología y las TIC para vivir en el domicilio y experiencias y buenas prácticas de coordinación sociosanitaria.
Что такое REPL, как он устроен и какие крутые возможности в нём заложены. Поговорим о выполнении кода в REPL и о том как работает автокомплит в динамических языках. Ответим на вопрос что такое vm.runInContext, перехватим парочку промисов, сделаем вывод результатов действительно приятным и даже узнаем как подгрузить нужные модули и не подать виду. В заключение рассмотрим потрясающие возможности, которые даёт нам инфраструктура npm и как это всё можно использовать в работе.
Доклад ориентирован на тех, кому небезынтересен мир Node.js, но будет доступен также и более широкому кругу JS-разработчиков. Надеюсь, для кого-нибудь этот доклад станет очередной ступенькой в изучении любимого языка.
Highlights from Elephant in the Valley research on gender discrimination in Silicon Valley was presented at the Anita Borg Institute's partner conference
The importance of women in organizational effectiveness cannot be overemphasised. Nonetheless, women are underrepresented in senior leadership positions in business today. Therefore, it is critical that you begin questioning and shifting the culture to ensure that your executive teams include women who can make critical decisions.
What role does your company's culture play in ensuring women succeed and grow in their positions? What are the most critical leadership skills for the next generation of female leaders?
In this deck, you'll find insights and actionable strategies to keep your organisational female leadership pipeline strong.
You will also learn:
• How to create a culture conducive to female retention and leadership
• How your company and its culture can empower women
• The most essential leadership competencies for emerging female leaders
• Unique and effective approach to women's leadership development
ICF Team and Work Group Coaching Community of Practice hosts author David Ducheyne as he reviews the challenges leaders face today, based on his book “Sustainable Leadership: How to lead in a VUCA-world”.
To him, leadership is based on character and if the individual wants to be sustainable, he/she must remain true to themselves. But, often there is so much pressure coming from the context that character can have the tendency to erode. David will discuss how this happens and how we, as coaches, can prevent it. Additionally, he will share some frameworks that will help both emerging and established leaders reflect on their current and future leadership styles. These can be used as coaching tools to help clients find a context in which their character can be part of the solution for successful leadership.
Leadership styles of women in distance educationGülay Ekren
Leaders are making differences; it is also known that they are leaders because of having different
characteristics than others. In the literature, definite leadership styles are described which are arising
from these different structures of leaders. Studies on women's leadership styles began in the mid-
1970s. In the 1990s researches focus on leadership style which was most suitable for women or
men. In this study, by choosing one of the most focused leadership styles in the literature was asked
for defining themselves to women academics who are working in distance education institutions in
Turkey, then the demographic and personal characteristics (age, appellation, duty, management
status, distance education experience) of these women were compared with their own leadership
styles defined by them. Also this study is drawn attention to the lack of women managers in senior
management of formal or distance education institutions.
Systemic Changes to Address Biases in Performance Management - Dave D'Oyen (S...SocialHRCamp
9 in 10 Human Resources leaders believe performance reviews do not provide accurate information. This statistic is as worrying as the minority of men and women – 24% and 15% respectively – who had confidence in the performance review process. The very construct of performance reviews leaves great room for biases to be activated that have a detrimental effect on Black employees and women – it limits their opportunities for advancement. In this session, I will share systemic changes that make the process fairer and hopefully restore the confidence being lost by human resources practitioners and employees.
www.geteverwise.com
Hosted by Everwise CEO, Mike Bergelson, and joined by special guest Lauren Leader-Chivee, Founder/CEO All In Together Campaign Inc.
Leadership and diversity are the key drivers for successful innovation in the workplace. Women now account for 57% of the national workforce, yet in the tech industry for example, only 23% of leadership positions are held by women.
Gender diversity and innovation are hot topics today, but what does it really mean for the success of a business? Lauren Leader-Chivee argues that regardless of the size, industry, or business every company needs women at the top.
In this webinar, we covered:
- The connection between diversity and innovation
- The quantitative benefits for organizations to have women in leadership
- Suggestions for organizations to start implementing change to create a more diverse leadership team
About LaurenLauren_Leader-Chivee:
Lauren Leader-Chivee is the founder and CEO of All In Together, a nonprofit campaign connect women to civic engagement, and an Executive Advisor to Deloitte Talent. Formerly the President of the Center for Talent Innovation and Hewlett Chivée Partners, she speaks around the world on issues of diversity, innovation and economic competitiveness. Lauren is also one of Fortune's "55 Most Influential Women on Twitter".
NOTE: You are free to share and adapt this deck for any purpose. We just ask you to attribute. For more information on how to properly attribute presentations under this license, please visit: wiki.creativecommons.org/Marking/Creators.
Gender balance on Boards. Is it Different for Girls?Jane Wilson
Evidence is increasingly showing that a gender balanced Board is more effective and that the Woman Effect has a positive impact on profit. What is the current problem wth Boards, and how can prospective Board members and organisations change this imbalance at the top?
EPIP's Dissonance & Disconnects report explores the perceptions and perspectives of early- and mid-career professionals in philanthropy on their jobs, their institutions, and their futures in the field.
Within each competency exists feminine and masculine traits and every leader, no matter male or female, must be able to recognize, embody and balance these traits effectively. Research recently conducted by the Organizational Intelligence Institute revealed how complications can arise when a leader ineffectively attempts to cross pollenate culture, gender and competency traits. In this informative and interactive session we’ll explore a new way to think about and identify ways to develop leadership skills that transcend gender bias and create a road map for effective trait integration. *Attendees will receive a copy of the research paper.
Pbwc ted talks combined 150309 w transition final and updated
Capstone Defense Presentation (1)
1. The Utilization of Transformational Leadership
by Texas Women in Addressing Gender Bias
Laura Jean Calcote
PBA 575 – Capstone Defense
2. ▪ Leadership – historically defined in masculine terms
▪ Agentic traits: Assertiveness, control, confidence
▪ “Think manager, think male” phenomenon
▪ Gender bias and discrimination for females seeking and obtaining managerial positions
▪ Public Administration (P.A.) – also historically defined in masculine terms
▪ Masculine characteristics: Expertise, leadership, and virtue
▪ Progressive Era: P.A. should be tough-minded, rational, scientific, and businesslike
▪ “Three steps forward, two steps back” for women’s integration into P.A.
Introduction to Leadership and Public Administration
3. Texas Women, Leadership, and Public Administration
▪ “Good ol’ boys’ club” – tightly knit fraternal organization
▪ Females constitute half of Texas’s population
▪ Females are underrepresented in leadership positions in the private and public spheres
▪ Current statistics for Texas women:
▪ One woman out of nine statewide executive offices
▪ Three women out of 38 offices in the United States Congress
▪ 58.1 percent of the state’s labor force, hold 38.9 percent of managerial/professional occupations
▪ Thesis: The current study sought to gain an understanding of how women in managerial
positions in Texas’s 15 most populated counties have adopted a transformational leadership
style to address and overcome gender bias/discrimination in public administration.
4. Three Leadership Styles
▪ Transformational leadership
▪ “4 I’s”
▪ Idealized influence: attributes and behaviors
▪ Inspirational motivation
▪ Intellectual stimulation
▪ Individualized consideration
▪ Transactional leadership
▪ Two components:
▪ Contingent reward
▪ Management-by-exception: active
▪ Laissez-faire leadership
▪ Two components:
▪ Laissez-faire
▪ Management-by-exception: passive
5. Multifactor Leadership Questionnaire (MLQ)
▪ Measures transformational, transactional, and laissez-faire leadership styles
▪ Transformational by five subscales
▪ Transactional by two subscales
▪ Laissez-faire by two subscales
▪ 5X-Short version
▪ 45 items that identify and measure key leadership and effectiveness behaviors
▪ Items are measured on a five point frequency scale:
▪ 0 – not at all
▪ 1 – once in a while
▪ 2 – sometimes
▪ 3 – fairly often
▪ 4 – frequently, if not always
6. Prior Research on Transformational Leadership and Gender
▪ Women are more effective and satisfying leaders than males
▪ Women rate higher on three of the “4 I’s” for transformational leadership
▪ Idealized influence, inspirational motivation, and individual consideration
▪ Women have an advantage when using transformational leadership
▪ Female gender role correlation
▪ Androgynous view of leadership
▪ Contingent reward behavior
▪ Women can utilize transformational leadership to overcome bias in
stereotypical male industries
▪ Communal traits correspond with transformational leadership
7. Study Methodology
▪ Purpose and objective
▪ Hypothesis
▪ Sample
▪ 150 women
▪ Texas’s 15 most populated counties
▪ Procedure
▪ Twenty question survey sent electronically through Survey Monkey
▪ Five questions were demographic
▪ Fifteen questions were drawn from 45 found on the MLQ 5X-Short survey measure
▪ Likert Scale for measurement (0 – 4)
▪ Frequency of answer choice = leadership style
8. Demographic Findings
▪ Twenty-five participants completed the
survey (16.7% response rate)
▪ Demographics for respondents
▪ Ages 35 to 64
▪ 28 percent were 35-44
▪ 24 percent were 45-55
▪ 48 percent were 55-64
▪ Various ethnicities
▪ 66.67 percent were White/Caucasian
▪ 12.50 percent were Hispanic/Latino
▪ 12.50 percent were Black/African American
▪ 8.33 percent were multiple ethnicity/other
▪ Differing levels of education
▪ 12 percent had some college but no degree
▪ 48 percent had a bachelor’s degree
▪ 24 percent had a master’s degree
▪ 16 percent had a doctorate degree
▪ Assorted time spent in current leadership
position
▪ 8 percent at one or less
▪ 24 percent at two to five
▪ 8 percent at six to ten
▪ 28 percent at 11 to 15
▪ 8 percent at 16 to 20
▪ 24 percent at 20 or more
9. Table 1 – Percentage Response by Leadership Style
Leadership Style Answer
Category Subcategory Not at all
Once in
a while
Sometimes
Fairly
often
Frequently,
if not always
Grand
Total
Laissez Faire Laissez Faire 55.10% 32.65% 10.20% 2.04% 0.00% 100.00%
Management-by-exception
(passive)
41.67% 25.00% 12.50% 16.67% 4.17% 100.00%
Laissez Faire Total 50.68% 30.14% 10.96% 6.85% 1.37% 100.00%
Transactional Contingent Reward 4.08% 2.04% 22.45% 30.61% 40.82% 100.00%
Management-by-exception
(active)
0.00% 32.00% 44.00% 8.00% 16.00% 100.00%
Transactional Total 2.70% 12.16% 29.73% 22.97% 32.43% 100.00%
Transformational Idealized Influence (attributed) 0.00% 4.00% 8.00% 24.00% 64.00% 100.00%
Individual Consideration 4.00% 0.00% 16.00% 38.00% 42.00% 100.00%
Inspirational Motivation 0.00% 2.67% 8.00% 36.00% 53.33% 100.00%
Intellectual Stimulation 0.00% 4.00% 18.00% 40.00% 38.00% 100.00%
Idealized Influence (behavior) 0.00% 0.00% 4.17% 25.00% 70.83% 100.00%
Transformational
Total
0.89% 2.23% 11.61% 34.82% 50.45% 100.00%
10. Table 2 – Weighted Responses by Answer Scale
Leadership Style Answer
Category Subcategory Not at all
Once in
a while
Sometimes Fairly often
Frequently,
if not always
Grand Total
Laissez Faire Laissez Faire 0.00% 1.60% 1.00% 0.30% 0.00% 2.90%
Management-by-exception
(passive)
0.00% 0.60% 0.60% 1.20% 0.40% 2.80%
Laissez Faire Total 0.00% 2.20% 1.60% 1.50% 0.40% 5.70%
Transactional Contingent Reward 0.00% 0.10% 2.20% 4.50% 8.00% 14.80%
Management-by-exception
(active)
0.00% 0.80% 2.20% 0.60% 1.60% 5.20%
Transactional Total 0.00% 0.90% 4.40% 5.10% 9.60% 20.00%
Transformational Idealized Influence (attributed) 0.00% 0.10% 0.40% 1.80% 6.40% 8.70%
Individual Consideration 0.00% 0.00% 1.60% 5.70% 8.40% 15.70%
Inspirational Motivation 0.00% 0.20% 1.20% 8.10% 16.00% 25.50%
Intellectual Stimulation 0.00% 0.20% 1.80% 6.00% 7.60% 15.60%
Idealized Influence (behavior) 0.00% 0.00% 0.20% 1.80% 6.80% 8.80%
Transformational Total 0.00% 0.50% 5.20% 23.40% 45.20% 74.30%
Grand Total 0.00% 3.60% 11.20% 30.00% 55.20% 100.00%
12. Study Limitations/Recommendations
▪ Limitations
▪ Available time
▪ Response rate
▪ Sample size and demographics
▪ Reduced version of the MLQ 5X-Short
▪ Researcher bias
▪ Skewed results towards transformational leadership
▪ Recommendations
▪ Pilot study
▪ Expand the sample size
▪ Women at all levels of Texas government
▪ Men and women
▪ Use the full version of the MLQ 5X-Short for the survey
13. Conclusion
▪ Historical masculine contexts of leadership and public administration
▪ Gender bias/discrimination against women in the fields
▪ Texas women in public administration
▪ “Good ol’ boys’ club”
▪ Underrepresented in percentage to their population size
▪ Purpose of the study and findings
▪ Supports the hypothesis
▪ Limitations
▪ Recommendations
“Our place may have once been in the home, but now we belong in the
people’s houses – city halls, county courthouses and offices, state and federal
agencies and legislatures, Capitol domes, and the White House.”