Hostname: page-component-78c5997874-fbnjt Total loading time: 0 Render date: 2024-11-03T08:56:00.127Z Has data issue: false hasContentIssue false
  • English
  • Français

Women managing women: An holistic relational approach to managing relationships at work

Published online by Cambridge University Press:  14 March 2017

Jane Hurst ,
Sarah Leberman  and
Margot Edwards
Jane Hurst*
Affiliation:
School of Management, Massey University, Auckland, New Zealand
Sarah Leberman
Affiliation:
Deputy Pro Vice-Chancellor’s Office, Massey Business School, Massey University, Palmerston North, New Zealand
Margot Edwards
Affiliation:
School of Management, Massey University, Auckland, New Zealand
*
Corresponding author: [email protected]
Get access Rights & Permissions [Opens in a new window]

Abstract

With women representing nearly half of the workforce in Western countries, it is likely that a woman will have a woman manager and/or employees at some point during her working life. In our research, we worked collaboratively with 13 New Zealand women to develop personal and organisational responses when hierarchical relationships between women become strained. We identified four interlinked strategies at the personal and organisational level: developing awareness of the existence and nature of the conflict, enhancing personal and relational skills such as confidence and communication, building support networks within and outside the organisation, and finding acceptance when change is needed. Taking a gendered relational perspective, we propose that responses to a strained relationship need to be considered within the broader personal, organisational, societal and temporal context within which the relationship is situated. Therefore, we propose a more holistic relational and context-focussed framework to create an environment more conducive to understanding and positive change.

Keywords

genderwomenhierarchical relationshipsconflictrelational cultural theory
Type
Research Article
Information
Journal of Management & Organization , Volume 24 , Issue 4 , July 2018 , pp. 500 - 516
Copyright
© Cambridge University Press and Australian and New Zealand Academy of Management 2017 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Bamberger, P. (2008). Beyond contextualization: Using context theories to narrow the micro-macro gap in management research. Academy of Management Journal, 51(5), 839–846. https://doi.org/10.5465/AMJ.2008.34789630.Google Scholar
Blustein, D. L. (2011). A relational theory of working. Journal of Vocational Behavior, 79(1), 1–17. https://doi.org/10.1016/j.jvb.2010.10.004.Google Scholar
Brock, B. L. (2008). When sisterly support changes to sabotage. Journal of Women in Educational Leadership, 6(3), 211–226.Google Scholar
Bryman, A., & Bell, E. (2011). Business research methods (3rd ed.). Oxford, England: Oxford University Press.Google Scholar
Catalyst (2007). The double-bind dilemma for women in leadership: Damned if you do, doomed if you don’t. Retrieved 7 August 2015 from http://www.catalyst.org/knowledge/double-bind-dilemma-women-leadership-damned-if-you-do-doomed-if-you-dont-0.Google Scholar
Catalyst (2013). Why diversity matters. Retrieved 20 March 2015 from http://www.catalyst.org/knowledge/why-diversity-matters.Google Scholar
Clandinin, D. J. (2013). Engaging in narrative inquiry. Walnut Creek, CA: Left Coast Press.Google Scholar
Clandinin, D. J., & Connelly, F. M. (2000). Narrative inquiry: Experience and story in qualitative research. San Francisco, CA: Jossey-Bass.Google Scholar
Clandinin, D. J., Murphy, M. S., Huber, J., & Orr, A. M. (2010). Negotiating narrative inquiries: Living in a tension-filled midst. Journal of Educational Research, 103(2), 81–90. https://doi.org/10.1080/00220670903323404.Google Scholar
Clandinin, D. J., & Rosiek, J. (2007). Mapping a landscape of narrative inquiry: Borderland spaces and tensions. In D. J. Clandinin (Ed.), Handbook of narrative inquiry: Mapping a methodology (pp. 35–75). Thousand Oaks, CA: Sage.Google Scholar
Cohen, P. N., & Huffman, M. L. (2007). Working for the woman? Female managers and the gender wage gap. American Sociological Review, 72(5), 681–704.Google Scholar
Cook, A., & Glass, C. (2014). Women and top leadership positions: Towards an institutional analysis. Gender, Work & Organization, 21(1), 91–103. https://doi.org/10.1111/gwao.12018.Google Scholar
Creswell, J. W. (2013). Qualitative inquiry & research design: Choosing among five approaches (3rd ed.). Los Angeles, CA: SAGE.Google Scholar
Dezsö, C. L., & Ross, D. G. (2012). Does female representation in top management improve firm performance? A panel data investigation. Strategic Management Journal, 33(9), 1072–1089. https://doi.org/10.1002/smj.1955.Google Scholar
Doherty, L., & Manfredi, S. (2010). Improving women’s representation in senior positions in universities. Employee Relations, 32(2), 138–155. https://doi.org/10.1108/01425451011010096.Google Scholar
Egri, C. P. (2013). From the editors: Context matters in management education scholarship. Academy of Management Learning & Education, 12(2), 155–157. https://doi.org/10.5465/amle.2013.0140.Google Scholar
Fletcher, J. K. (1999). Disappearing acts: Gender, power and relational practice at work. Cambridge, MA: MIT Press.Google Scholar
Fletcher, J. K. (2007). Leadership, power, and positive relationships. In J. E. Dutton & B. R. Ragins (Eds.), Exploring positive relationships at work: Building a theoretical and research foundation (pp. 347–371). Mahwah, NJ: Lawrence Erlbaum Associates.Google Scholar
Fletcher, J. K. (2012). The relational practice of leadership. In M. Uhl-Bien & S. Ospina (Eds.), Advancing relational leadership research: A dialogue among perspectives (pp. 83–106). Charlotte, NC: Information Age Publishing.Google Scholar
Fletcher, J. K., & Kaufer, K. (2003). Shared leadership: Paradox and possibility. In C. L. Pearce & J. A. Conger (Eds.), Shared leadership: Reframing the hows and whys of leadership (pp. 21–47). Thousand Oaks, CA: SAGE.Google Scholar
Galvin, P. (2014). A new vision for the Journal of Management & Organization: The role of context. Journal of Management & Organization, 20(1), 1–5. https://doi.org/10.1017/jmo.2014.28.Google Scholar
Grant Thornton International Ltd (2016). Women in business: Turning promise into practice. Retrieved 21 March 2016 from http://www.grantthornton.co.nz/insights/women-in-business-2016/.Google Scholar
Guest, G., Bunce, A., & Johnson, L. (2006). How many interviews are enough? An experiment with data saturation and variability. Field Methods, 18(1), 59–82. https://doi.org/10.1177/1525822x05279903.Google Scholar
Hammer, T., Trepal, H., & Speedlin, S. (2014). Five relational strategies for mentoring female faculty. Adultspan Journal, 13(1), 4–14. https://doi.org/10.1002/j.2161-0029.2014.00022.x.Google Scholar
Hurst, J., Leberman, S., & Edwards, M. (in press). The relational expectations of women managing women. Gender in Management: An International Journal.Google Scholar
Hurst, J., Leberman, S., & Edwards, M. (under review). The career impacts of women managing women.Google Scholar
Institute of Leadership & Management (2011). Ambition and gender at work. Retrieved 20 March 2015 from https://www.i-l-m.com/~/media/ILM Website/Downloads/Insight/Reports_from_ILM_website/ILM_Ambition_and_Gender_report_0211 pdf.ashx.Google Scholar
Joecks, J., Pull, K., & Vetter, K. (2013). Gender diversity in the boardroom and firm performance: What exactly constitutes a ‘critical mass’? Journal of Business Ethics, 118(1), 61–72. https://doi.org/10.1007/s10551-012-1553-6.Google Scholar
Jogulu, U., & Vijayasingham, L. (2015). Women doctors, on working with each other. Gender in Management: An International Journal, 30(2), 162–178. https://doi.org/10.1108/GM-09-2013-0115.Google Scholar
Jordan, J. V. (2004a). Relational awareness: Transforming disconnection. In J. V. Jordan, L. M. Hartling, & M. Walker (Eds.), The complexity of connection: Writings from the Stone Center’s Jean Baker Miller Training Institute (pp. 47–63). New York, NY: Guilford Press.Google Scholar
Jordan, J. V. (2004b). Relational resilience. In J. V. Jordan, L. M. Hartling, & M. Walker (Eds.), The complexity of connection: Writings from the Stone Center’s Jean Baker Miller Training Institute (pp. 28–46). New York, NY: Guilford Press.Google Scholar
Jordan, J. V. (2010). Relational-cultural therapy. Washington, DC: American Psychological Association.Google Scholar
Jordan, J. V., Hartling, L. M., & Walker, M. (Eds.) (2004). The complexity of connection: Writings from the Stone Center’s Jean Baker Miller Training Institute. New York, NY: Guilford Press.Google Scholar
Jordan, J. V., & Walker, M. (2004). Introduction. In J. V. Jordan, L. M. Hartling, & M. Walker (Eds.), The complexity of connection: Writings from the Stone Center’s Jean Baker Miller Training Institute (pp. 1–8). New York, NY: Guilford Press.Google Scholar
Kay, K., & Shipman, C. (2014). The confidence gap. The Atlantic. Retrieved 15 September 2015 from http://www.theatlantic.com/features/archive/2014/04/the-confidence-gap/359815/.Google Scholar
Kirkwood, J. (2009). Is a lack of self‐confidence hindering women entrepreneurs? International Journal of Gender and Entrepreneurship, 1(2), 118–133. https://doi.org/10.1108/17566260910969670.Google Scholar
Kurtulus, F. A., & Tomaskovic-Devey, D. (2012). Do female top managers help women to advance? A panel study using EEO-1 records. Annals of the American Academy of Political and Social Science, 639(1), 173–197. https://doi.org/10.1177/0002716211418445.Google Scholar
Ladkin, D. M. (2010). Rethinking leadership: A new look at old leadership questions. Cheltenham, England: Edward Elgar.Google Scholar
Lalande, V. M., Crozier, S. D., & Davey, H. (2000). Women’s career development and relationships: A qualitative inquiry. Canadian Journal of Counselling, 34(3), 193–203.Google Scholar
Litwin, A. H. (2011). Women working together: Understanding women’s relationships at work. CGO Insights, 33, 1–7.Google Scholar
Mainiero, L. A., & Sullivan, S. E. (2005). Kaleidoscope careers: An alternate explanation for the opt-out revolution. The Academy of Management, 19(1), 106–123. https://doi.org/10.5465/AME.2005.15841962.Google Scholar
Mainiero, L. A., & Sullivan, S. E. (2006). The opt-out revolt: Why people are leaving companies to create kaleidoscope careers. Mountain View, CA: Davies-Black Publishing.Google Scholar
Mavin, S. (2006). Venus envy: Problematizing solidarity behaviour and queen bees. Women in Management Review, 21(4), 264–276. https://doi.org/10.1108/09649420610666579.Google Scholar
Mavin, S., Williams, J., Bryans, P., & Patterson, N. (2013). Women’s friendships at work: Power, possibilities and potential. Retrieved 2 February 2015 from http://www.ufhrd.co.uk/wordpress/mavin-s-bryans-p-and-patterson-n-womens-friendships-at-work-power-possibilities-and-potential/.Google Scholar
Miles, M. B. (2014). Qualitative data analysis: A methods sourcebook. Thousand Oaks, CA: SAGE.Google Scholar
Miller, J. B. (1986). Toward a new psychology of women (2nd ed.). London, England: Penguin.Google Scholar
Miller, J. B., & Stiver, I. P. (1997). The healing connection: How women form connections in therapy and in life. Boston, MA: Beacon Press.Google Scholar
Morrison, R. L. (2009). Are women tending and befriending in the workplace? Gender differences in the relationship between workplace friendships and organizational outcomes. Sex Roles, 60(1–2), 1–13. https://doi.org/10.1007/s11199-008-9513-4.Google Scholar
Morrow, S. L. (2005). Quality and trustworthiness in qualitative research in counseling psychology. Journal of Counseling Psychology, 52(2), 250–260. https://doi.org/10.1037/0022-0167.52.2.250.Google Scholar
O’Neil, D. A., Hopkins, M. M., & Bilimoria, D. (2008). Women’s careers at the start of the 21st century: Patterns and paradoxes. Journal of Business Ethics, 80(4), 727–743. https://doi.org/10.1007/s10551-007-9465-6.Google Scholar
O’Neil, D. A., Hopkins, M. M., & Sullivan, S. E. (2011). Do women’s networks help advance women’s careers? Differences in perceptions of female workers and top leadership. The Career Development International, 16(7), 733–754. https://doi.org/10.1108/13620431111187317.Google Scholar
Patton, W., & McMahon, M. (2014). Career development and systems theory: Connecting theory and practice (3rd ed.). Rotterdam, The Netherlands: Sense Publishers.Google Scholar
Pellegrino, G., D’Amato, S., & Weisberg, A. (2011). The gender dividend: Making the business case for investing in women. Retrieved 20 March 2015 from http://www2.deloitte.com/content/dam/Deloitte/global/Documents/Public-Sector/dttl-ps-thegenderdividend-08082013.pdf.Google Scholar
Richardson, M. S. (2012). Counseling for work and relationship. The Counseling Psychologist, 40(2), 190–242. https://doi.org/10.1177/0011000011406452.Google Scholar
Saunders, M. N. K. (2012). Choosing research participants. In G. Symon & C. Cassell (Eds.), Qualitative organizational research: Core methods and current challenges (pp. 35–52). London, England: SAGE.Google Scholar
Schultheiss, D. (2013). A relational cultural paradigm as theoretical backdrop for considering women’s work. In W. Patton (Ed.), Conceptualising women’s working lives: Moving the boundaries of discourse (pp. 51–62). Rotterdam, The Netherlands: Sense Publishers.Google Scholar
Sias, P. M. (2009). Organizing relationships: Traditional and emerging perspectives on workplace relationships. Thousand Oaks, CA: Sage.Google Scholar
Skaggs, S., Stainback, K., & Duncan, P. (2012). Shaking things up or business as usual? The influence of female corporate executives and board of directors on women’s managerial representation. Social Science Research, 41(4), 936–948. https://doi.org/10.1016/j.ssresearch.2012.01.006.Google Scholar
Smith-Acuna, S. (2011). Systems theory in action: Applications to individual, couples, and family therapy. Hoboken, NJ: John Wiley & Sons.Google Scholar
Statistics New Zealand (2016). Top statistics. Retrieved 17 August 2016 from http://www.stats.govt.nz/browse_for_stats/snapshots-of-nz/top-statistics.aspx.Google Scholar
Sturm, R. E., Taylor, S. N., Atwater, L. E., & Braddy, P. W. (2014). Leader self-awareness: An examination and implications of women’s under-prediction. Journal of Organizational Behavior, 35(5), 657–677. https://doi.org/10.1002/job.1915.Google Scholar
Sullivan, S. E., Forret, M. L., Carraher, S. M., & Mainiero, L. A. (2009). Using the kaleidoscope career model to examine generational differences in work attitudes. Career Development International, 14(3), 284–302. https://doi.org/10.1108/13620430910966442.Google Scholar
Sullivan, S. E., & Mainiero, L. (2008). Using the kaleidoscope career model to understand the changing patterns of women’s careers: Designing HRD programs that attract and retain women. Advances in Developing Human Resources, 10(1), 32–49. https://doi.org/10.1177/1523422307310110.Google Scholar
Taylor, S. S. (2012). Leadership craft, leadership art. New York, NY: Palgrave Macmillan.Google Scholar
Uhl-Bien, M., & Ospina, S. (2012). Introduction – mapping the terrain: Convergence and divergence around relational leadership. In M. Uhl-Bien & S. Ospina (Eds.), Advancing relational leadership research: A dialogue among perspectives (pp. xix–xivii). Charlotte, NC: Information Age Pub.Google Scholar
Wagner, H. M. (2011). The bottom line: Corporate performance and gender diversity in the C-suite (2004--2008). Retrieved 10 March 2015 from http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1980371.Google Scholar
Yarnell, L. M., Stafford, R. E., Neff, K. D., Reilly, E. D., Knox, M. C., & Mullarkey, M. (2015). Meta-analysis of gender differences in self-compassion. Self and Identity, 14(5), 499–520. https://doi.org/10.1080/15298868.2015.2015.1029966.Google Scholar