Rising stars : developing millennial women as leaders / Elisabeth Kelan.
Record details
- ISBN: 9780230294011
- ISBN: 0230294014
- Physical Description: xvii, 189 pages ; 25 cm
- Publisher: Houndmills, Basingstoke, Hampshire ; Palgrave Macmillan, 2012.
Content descriptions
Bibliography, etc. Note: | Includes bibliographical references (pages 175-183) and index. |
Formatted Contents Note: | Women as leaders -- Millennials as leaders -- Millennial women as leaders -- Role models : searching for the ideal business woman -- Authenticity : telling your own story -- Experiential learning : evolving through feedback and coaching -- Formal education : learning as a rite of passage -- Visibility : the politics of networking and appearance -- Organizational culture : the power of the ideal worker. |
Search for related items by subject
Subject: | Women > Vocational guidance. Leadership in women. Young women. Generation Y. Women executives. Career development. |
Available copies
- 1 of 1 copy available at Kirtland Community College.
Holds
- 0 current holds with 1 total copy.
Show All Copies
Location | Call Number / Copy Notes | Barcode | Shelving Location | Status | Due Date |
---|---|---|---|---|---|
Kirtland Community College Library | HF 5382.6 .K45 2012 | 30775305496227 | General Collection | Available | - |
Rising Stars : Developing Millennial Women As Leaders
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Table of Contents
Rising Stars : Developing Millennial Women As Leaders
Section | Section Description | Page Number |
---|---|---|
List of figures and table | p. xi | |
Foreword | p. xiii | |
Acknowledgements | p. xv | |
1 | Introduction | p. 1 |
Introduction | p. 1 | |
The intersectionality between gender and generation | p. 3 | |
Building the heuristic | p. 8 | |
The research evidence | p. 11 | |
Structure of this book | p. 16 | |
Conclusion | p. 17 | |
2 | Women as Leaders | p. 18 |
Introduction | p. 18 | |
Gender segregation at work | p. 18 | |
The business case for gender diversity | p. 21 | |
Framing gender | p. 24 | |
A gendered approach to leadership development | p. 26 | |
Conclusion | p. 30 | |
3 | Millennial as Leaders | p. 31 |
Introduction | p. 31 | |
Researching changing generations | p. 32 | |
Generational trait changes | p. 33 | |
Work-life balance and social responsibility | p. 37 | |
Individualization and the quarter-life crisis | p. 38 | |
Paradigm shifts around work and technology | p. 42 | |
A generational approach to leadership development | p. 46 | |
Conclusion | p. 48 | |
4 | Millennial Women as Leaders | p. 49 |
Introduction | p. 49 | |
Blurring gender | p. 50 | |
The decline of the male breadwinner model | p. 53 | |
Millennial women and feminism | p. 55 | |
Millennial women and self-confidence | p. 57 | |
Developing Millennial women as leaders | p. 60 | |
Conclusion | p. 60 | |
5 | Role Models - Searching for the Ideal Business Woman | p. 62 |
Introduction | p. 62 | |
Gendered identification at work | p. 63 | |
Idealization - ideal leaders as role models | p. 67 | |
Admiration - the admired senior woman | p. 69 | |
Composite role models and new mentoring connections | p. 73 | |
Signature practice: Achieving balanced leadership through reciprocal mentoring | p. 75 | |
Signature practice: Encouraging a multiplicity of sponsoring relationships | p. 76 | |
Conclusion | p. 78 | |
6 | Authenticity - Telling Your Own Story | p. 79 |
Introduction | p. 79 | |
Authenticity as narrative | p. 80 | |
Authentic leadership development | p. 82 | |
The public and the private | p. 84 | |
Women as authentic leaders | p. 86 | |
Fitting the mould | p. 87 | |
Managing your image online | p. 89 | |
Leadership development that breaks the mould | p. 91 | |
Signature practice: Envisioning being a leader | p. 93 | |
Signature practice: Virtually crafting authenticity narratives | p. 95 | |
Conclusion | p. 96 | |
7 | Experiential Learning - Evolving through Feedback and Coaching | p. 98 |
Introduction | p. 98 | |
Reinventing skills and careers | p. 99 | |
Learning through feedback | p. 102 | |
Coaches to guide development | p. 105 | |
Living with insecurity | p. 109 | |
Feeding forward to ensure employability | p. 110 | |
Signature practice: Growing through coaching and feedback | p. 111 | |
Conclusion | p. 113 | |
8 | Formal Education - Learning as a Rite of Passage | p. 115 |
Introduction | p. 115 | |
Rites of passage | p. 116 | |
Gender and MBAs | p. 118 | |
Launching yourself | p. 120 | |
The gendered culture of MBA education | p. 124 | |
Learning to be inclusive leaders | p. 127 | |
Signature practice: Alternative approaches to delivering MBA programmes | p. 129 | |
Conclusion | p. 130 | |
9 | Visibility - The Politics of Networking and Appearance | p. 132 |
Introduction | p. 132 | |
Visibility - a double-edged sword for women leaders | p. 133 | |
Millennial women's experiences of women's networks | p. 137 | |
Standing out - the advantages of being a woman | p. 140 | |
Dressing the part | p. 142 | |
The right type of visibility | p. 143 | |
Signature practice: Buddying up û developing networks | p. 145 | |
Signature practice: Creating visibility through networking and shortlisting | p. 146 | |
Conclusion | p. 149 | |
10 | Organizational Culture - The Power of the Ideal Worker | p. 150 |
Cultures of organizations - the unspoken rules and the ideal worker | p. 152 | |
Beyond balance - work-life integration | p. 154 | |
The long-hours culture | p. 157 | |
Belonging in transient working practices | p. 160 | |
Meaning-giving practices | p. 162 | |
Signature practice: Changing organizational cultures | p. 164 | |
Conclusion | p. 165 | |
11 | Conclusion | p. 167 |
Introduction | p. 167 | |
From developing the heuristic to applying it | p. 168 | |
From theory to practice and back | p. 172 | |
Conclusion | p. 172 | |
Notes | p. 174 | |
References | p. 175 | |
Index | p. 184 |