 Executive Coaching and Empowerment for WomenAlicia E. Kaufmann
Chapter 4 in Changing Female Identities, 2011, pp 96-116 from Palgrave Macmillan Abstract: Abstract In this chapter we intend to broaden our enquiry to include women’s power in organizations. We are also going to consider the weak aspects in their leadership roles which will need support in the executive coaching process. Moving away from the data we have previously collected from Spain, we will glance at women in senior management in other parts of the world, and to this end we include some studies developed by Claire Huffington.1 Her findings reveal a vivid picture of changing cultures in organizations, the new demands on highly-placed women and the ways in which they are meeting them. For the most part she is illuminating a ‘marginal position’, due mainly to two facts: in the first place, there are very few women at the top, and second they have a particular sensitivity towards organizational change. They are concentrated mainly in the ‘protective function of leadership’ (similar to their mothers’ role, taking care of other dependents). Keywords: Previous Chapter; Female Identity; Coaching Session; Marginal Position; Senior Position (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-34858-5_5 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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