Madhusri Shrivastava are invariably bypassed in favour of men at selection interviews and appraisals. Indeed, research has revealed that women's social conditioning often predisposes them to underplay their achievements. It is noteworthy that feminist scholars such as Juliet Mitchell (1966) had drawn attention to the insidious ways in which domestic work, maternity, sex, and the socialization of children are manipulated to create intangible mental bonds in women, making their inferiority and inequality seem natural to them.
A survey carried out by Powell and Graves (2003) indicates that a good manager is universally seen as possessing predominantly masculine characteristics. They contend that this' masculine stereotype of the good manager is self reinforcing and inhibits the expression of femininity by women in management positions'(pp. 137-39). However, this general perception is in contradistinction to recent studies that link modest behaviour to emotional intelligence, one of the distinguishing characteristics of transformational leadership (Chamorro-Premuzic, 2013). A considerable body of research in management posits that the masculine traits valorised in discussions on leadership are scarcely the ones modern organizations need for success. On the contrary, the purportedly feminine qualities of empathy and humility, and a reasonable ability to question the validity of one's own decisions, help create an environment conducive to personal and professional growth. Women in the professional workforce are increasingly pointing out that contemporary research advocates the need to'Lean back', not'Lean In'. In her 2013 article for the …
|Journal||Indore Management Journal|
|Publisher||Indian Institute of Management, Indore|