Excerpt from Concept Paper Corporations with a higher percentage of female board members and whose top leaders use traditionally female sociolinguistic communication experience greater financial performance (Campbell & Minguez-Vera, 2008; Jandaghi, Matin & Farjami, 2009). Yet, females hold only 14.4% of executive positions in Fortune 500 companies (Haveman, 2013). In Nashville, Tennessee, females hold only 7% of the executive positions. One reason for a paucity of female leaders nationwide is that they communicate differently than do men (Barrett, 2009). Instead of communicating in commanding, paternalistic, and direct ways, as do most males, females typically communicate in inclusive, nurturing, and indirect ways (Alimo-Metcalfe, 2010). Southern females have the additional challenge of overcoming a religion-rooted socialization that they be submissive to men (Smith & Reed, 2009), and men, who predominantly make promotion decisions, consider women who communicate submissively to be lacking in leadership ability (Ellemers, Rink, Derks & Ryan, 2012). References Alimo-Metcalfe, B. (2010). An investigation of female and male constructs of leadership and empowerment. Gender in Management, 25(8), 640-648. doi:10.1108/17542411011092309 Barrett, M. (2009). Have they learnt to interrupt? Gender in Management, 24(6), 432-454. doi:10.1108/17542410910980405 Campbell, K., & Minguez-Vera, A. (2008). Gender diversity in the boardroom and firm financial performance. Journal of Business Ethics, 83(3), 435-451. doi:10.1007/s10551-007-9630-y Ellemers, N., Rink, F., Derks, B., & Ryan, M. K. (2012). Women in high places: When and why promoting women into top positions can harm them individually or as a group (and how to prevent this). Research in Organizational Behavior, (32)163-187. doi:10.1016/j.riob.2012.10.003 Haveman, H. A. (2012). Gender and race inequality in management: critical issues, new evidence: If you're so smart, why aren't you the boss? Explaining the persistent vertical gender gap in management. Social Science, The Annals of The American Academy of Political and Social Science,639, 114. Jandaghi, G., Matin, H., & Farjami, A. A. (2009). Comparing transformational leadership in successful and unsuccessful companies. International Journal of Social Sciences, 4(3), 211-216. Smith, D. G., & Reed, K. (2010). Appalachian women leaders: Products of culture and life events. Journal of Leadership & Organizational Studies, 17(1), 87-99. doi:10.1177/1548051809347107 FHEA Exam Results Foundations of Advanced Practice Nursing: Advanced Health/Physical Assessment – 45.45 Foundations of Advanced Practice Nursing: Advanced Pathophysiology, Neurobiology, and Neuroanatomy - 75 Foundations of Advanced Practice Nursing: Advanced Pharmacology and Psychopharmacology – 66.67 Foundations of Advanced Practice Nursing: Epidemiology - 100 Foundations of Advanced Practice Nursing: Patient-Centered Care - 80 Independent Practice Competencies: Advanced Psychiatr ...

1. Excerpt from Concept Paper
Corporations with a higher percentage of female board members
and whose top leaders use traditionally female sociolinguistic
communication experience greater financial performance
(Campbell & Minguez-Vera, 2008; Jandaghi, Matin & Farjami,
2009). Yet, females hold only 14.4% of executive positions in
Fortune 500 companies (Haveman, 2013). In Nashville,
Tennessee, females hold only 7% of the executive positions.
One reason for a paucity of female leaders nationwide is that
they communicate differently than do men (Barrett, 2009).
Instead of communicating in commanding, paternalistic, and
direct ways, as do most males, females typically communicate
in inclusive, nurturing, and indirect ways (Alimo-Metcalfe,
2010). Southern females have the additional challenge of
overcoming a religion-rooted socialization that they be
submissive to men (Smith & Reed, 2009), and men, who
predominantly make promotion decisions, consider women who
communicate submissively to be lacking in leadership ability
(Ellemers, Rink, Derks & Ryan, 2012).
References
Alimo-Metcalfe, B. (2010). An investigation of female and male
constructs of leadership and empowerment. Gender in
Management, 25(8), 640-648. doi:10.1108/17542411011092309
Barrett, M. (2009). Have they learnt to interrupt? Gender in
Management, 24(6), 432-454. doi:10.1108/17542410910980405
Campbell, K., & Minguez-Vera, A. (2008). Gender diversity in
the boardroom and firm financial performance. Journal of
Business Ethics, 83(3), 435-451. doi:10.1007/s10551-007-9630-
y
Ellemers, N., Rink, F., Derks, B., & Ryan, M. K. (2012).
Women in high places: When and why promoting women into
top positions can harm them individually or as a group (and how

2. to prevent this). Research in Organizational Behavior, (32)163-
187. doi:10.1016/j.riob.2012.10.003
Haveman, H. A. (2012). Gender and race inequality in
management: critical issues, new evidence: If you're so smart,
why aren't you the boss? Explaining the persistent vertical
gender gap in management. Social Science, The Annals of The
American Academy of Political and Social Science,639, 114.
Jandaghi, G., Matin, H., & Farjami, A. A. (2009). Comparing
transformational leadership in successful and unsuccessful
companies. International Journal of Social Sciences, 4(3), 211-
216.
Smith, D. G., & Reed, K. (2010). Appalachian women leaders:
Products of culture and life events. Journal of Leadership &
Organizational Studies, 17(1), 87-99.
doi:10.1177/1548051809347107
FHEA Exam Results
Foundations of Advanced Practice Nursing: Advanced
Health/Physical Assessment – 45.45
Foundations of Advanced Practice Nursing: Advanced
Pathophysiology, Neurobiology, and Neuroanatomy - 75
Foundations of Advanced Practice Nursing: Advanced
Pharmacology and Psychopharmacology – 66.67
Foundations of Advanced Practice Nursing: Epidemiology - 100
Foundations of Advanced Practice Nursing: Patient-Centered
Care - 80
Independent Practice Competencies: Advanced Psychiatric and

3. Mental Health Assessment – 86.36
Independent Practice Competencies: Disorder and Symptom
Management – 72.73
Independent Practice Competencies: Ethical, Legal, and Scope
and Standards – 66.67
Independent Practice Competencies: Health Promotion and
Disease Prevention – 69.23
Professional Role and Policy: Health Delivery System – 66.67
Professional Role and Policy: Health Policy and Advocacy - 50
Professional Role and Policy: Leadership – 62.5
Professional Role and Policy: Practice Inquiry 57.14
Professional Role and Policy: Quality Improvement and Safety
57.14
Professional Role and Policy: Technology and Information
Literacy 60
Assessment Score 69.33