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Abstrakt
This paper considers the important role of developmental programs designed and run specifically for women, not as the only training offer recommended for them but as an addition to other leadership courses. The author examines first companies engagement in the idea of promoting women leadership and their strategies of achieving tangible effects in this matter. Based on a survey, the author checks whether female employees in Poland are provided with women‑dedicated leadership programs and whether the newest scien‑ tific findings on the benefits of women‑dedicated programs are considered by companies when they plan development paths for women‑employees. At the end the author inves‑ tigates on attractiveness of the idea of women‑dedicated leadership programs for female employees in Poland and what kind of benefits they would expect from participating in such programs.
Szczegóły artykułu
Autor (Autorzy) artykułu oświadcza, że przesłane opracowanie nie narusza praw autorskich osób trzecich. Wyraża zgodę na poddanie artykułu procedurze recenzji oraz dokonanie zmian redakcyjnych. Przenosi nieodpłatnie na Oficynę Wydawniczą SGH autorskie prawa majątkowe do utworu na polach eksploatacji wymienionych w art. 50 Ustawy z dnia 4 lutego 1994 r. o prawie autorskim i prawach pokrewnych – pod warunkiem, że praca została zaakceptowana do publikacji i opublikowana.
Oficyna Wydawnicza SGH posiada autorskie prawa majątkowe do wszystkich treści czasopisma. Zamieszczenie tekstu artykuły w repozytorium, na stronie domowej autora lub na innej stronie jest dozwolone o ile nie wiąże się z pozyskiwaniem korzyści majątkowych, a tekst wyposażony będzie w informacje źródłowe (w tym również tytuł, rok, numer i adres internetowy czasopisma).
Osoby zainteresowane komercyjnym wykorzystaniem zawartości czasopisma proszone są o kontakt z Redakcją.
Referencje
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1. Arroba, T., James, K. (1998). Are politics palatable to women managers? How womencan make wise moves at work. Women in Management Review, 3 (3), pp. 123–30.
2. Bass, M. (1990). From Transactional to Transformational Leadership. OrganizationalDynamics, Winter, pp. 19–31.
3. Cala´S, M. B., Smircich, L. (1995). From ‘‘The Woman’s’’ Point of View: FeministApproaches to Organization Studies. In S. R. Clegg, C. Hardy, & W. Nord, (Eds.)Handbook of Organization Studies, pp. 218–257. London: Sage.
4. Dickey, CH. (2013). Newsweek Global, Why Women Can Save Europe, (1/18), pp.3–5.
5. Fitzpatrick, A. (2012). What is needed for women to achieve top leadership roles.
6. Human Resources Magazine, Human Resources Institute of New Zealand, June–July, p. 15.
7. Harvey, J. C., Katz, C. (1983). If I’m So Successful, Why Do I Feel Like a Fake?: TheImpostor Phenomenon. New York: St Martins Press.
8. Pozyskiwanie i utrzymywanie talentów w organizacji. Twoje wyzwania. Access from:Haygroup.com.
9. Hopkins, M. M., O’Neil, D., Passarelli, & A., Bilimoria, D. (2008). Women’s leader‑ship development: Strategic practices for women in organizations. ConsultingPsychology Journal: Practice and Research, 60, pp. 348–365.
10. Limerick, B., Heywood, E. (1993). Training for women in management: The Australiancontext. Women in Management Review, 8, pp. 23–30.
11. Maher, K. (1997). Gender‑related stereotypes of transformational and transactionalleadership. A Journal of research, pp. 12–15.
12. Psychogios, A. G. (2007). Towards the Transformational Leader: Addressing Women’sLeadership Style in Modern Business Management. Journal of business and society,20, p. 175.
13. Smith, D. (2005). Women in Business. College of Business Administration. New York:Fordham University.
14. Tanton, M. (1992). Developing authenticity in management development programs.
15. Women in Management Review, 7, pp. 20–27.
16. Vinnicombe, S., & Singh, V. (2003). Women‑only management training: An essen‑tial part of women’s leadership development. Journal of Change Management, 3,pp. 300–304.
17. York, P. (1998). The gender agenda. Management Today, October, pp. 56–53.
18. Women Matter: Female leadership, competitive edge for the future. McKinsey, 2008,p. 6.
19. Women Matter: Women at the top of corporations, making it happen. McKinsey,2010, pp. 7–12.
Referencje
2. Bass, M. (1990). From Transactional to Transformational Leadership. OrganizationalDynamics, Winter, pp. 19–31.
3. Cala´S, M. B., Smircich, L. (1995). From ‘‘The Woman’s’’ Point of View: FeministApproaches to Organization Studies. In S. R. Clegg, C. Hardy, & W. Nord, (Eds.)Handbook of Organization Studies, pp. 218–257. London: Sage.
4. Dickey, CH. (2013). Newsweek Global, Why Women Can Save Europe, (1/18), pp.3–5.
5. Fitzpatrick, A. (2012). What is needed for women to achieve top leadership roles.
6. Human Resources Magazine, Human Resources Institute of New Zealand, June–July, p. 15.
7. Harvey, J. C., Katz, C. (1983). If I’m So Successful, Why Do I Feel Like a Fake?: TheImpostor Phenomenon. New York: St Martins Press.
8. Pozyskiwanie i utrzymywanie talentów w organizacji. Twoje wyzwania. Access from:Haygroup.com.
9. Hopkins, M. M., O’Neil, D., Passarelli, & A., Bilimoria, D. (2008). Women’s leader‑ship development: Strategic practices for women in organizations. ConsultingPsychology Journal: Practice and Research, 60, pp. 348–365.
10. Limerick, B., Heywood, E. (1993). Training for women in management: The Australiancontext. Women in Management Review, 8, pp. 23–30.
11. Maher, K. (1997). Gender‑related stereotypes of transformational and transactionalleadership. A Journal of research, pp. 12–15.
12. Psychogios, A. G. (2007). Towards the Transformational Leader: Addressing Women’sLeadership Style in Modern Business Management. Journal of business and society,20, p. 175.
13. Smith, D. (2005). Women in Business. College of Business Administration. New York:Fordham University.
14. Tanton, M. (1992). Developing authenticity in management development programs.
15. Women in Management Review, 7, pp. 20–27.
16. Vinnicombe, S., & Singh, V. (2003). Women‑only management training: An essen‑tial part of women’s leadership development. Journal of Change Management, 3,pp. 300–304.
17. York, P. (1998). The gender agenda. Management Today, October, pp. 56–53.
18. Women Matter: Female leadership, competitive edge for the future. McKinsey, 2008,p. 6.
19. Women Matter: Women at the top of corporations, making it happen. McKinsey,2010, pp. 7–12.