The present study was the first cross-national examination of whether managers who were perceived to be high in work-life balance were expected to be more or less likely to advance in their careers than were less balanced, more work-focused managers. Using self ratings, peer ratings, and supervisor ratings of 9,627 managers in 33 countries, the authors examined within-source and multisource rel...

increases in the proportion of women in management. During this time, women’s representation in managerial occupations increased from about one-third to one-half.1 These positions confer well-documented benefits, including improved status, wages, autonomy, and overall work experience (England et al. 1994; Reskin and Ross 1992). In recent years, a spate of empirical research has addressed women’...

Gender stereotyping of leadership behaviors is pervasive. Although women and men show few differences in leadership behaviors, experienced male managers rate male and female managers’ leadership qualities differently. Participants in this study comprised 107 women and 103 men with little or no management experience. They were asked to estimate how experienced male managers had previously rated ...

Trends toward gender equality largely stalled in the 1990s, but the progress of women in management was mixed. Given the importance of managers as actors in the reproduction of inequality, and managerial positions as rewards in their own right, this study investigates the relative status of women in management over the past two decades, using U.S. Decennial Census data from 1980 to 2000. The au...

This study examines gender differences in risk-taking behavior among managers a female-dominated industry. Using data from international top-level women's soccer, we provide evidence that male coaches show lower level of than female on average. We also find U-shaped age effect is independent gender, meaning young and more mature individuals tend to take riskier decisions. Our main results there...