Matching Items (5)
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- All Subjects: Leadership
- Creators: WPC Graduate Programs
- Status: Published
Description
Overt forms of sexism have become less frequent (Swim Hyers, Cohen & Ferguson, 2001; Sue & Capodilupo, 2008). Nonetheless, scholars contend that sexism is still pervasive but often manifests as female microaggressions, which have been defined as often subtle, covert forms of gender discrimination (Capodilupo et al., 2010). Extant sexism scales fail to capture female microaggresions, limiting understanding of the correlates and consequences of women’s experiences of gender discrimination. Thus, the purpose of the current study was to develop the Female Microaggressions Scale (FeMS) based on an existing theoretical taxonomy and content analysis of social media data, which identifies diverse forms of sexism. Two separate studies were conducted for exploratory factor analysis (N = 582) and confirmatory factor analysis (N = 325). Exploratory factor analyses supported an eight-factor, correlated structure and confirmatory factor analyses supported a bifactor model, with eight specific factors and one general FeMS factor. Overall, reliability and validity of the FeMS (general FeMS and subscales) were mostly supported in the two present samples of diverse women. The FeMS’ subscales and body surveillance were significantly positively correlated. Results regarding correlations between the FeMS subscales and anxiety, depression, and life satisfaction were mixed. The FeMS (general FeMS) was significantly positively correlated with anxiety, body surveillance, and another measure of sexism but not depression or life satisfaction. Furthermore, the FeMS (general FeMS) explained variance in anxiety and body surveillance (but not depression, self-esteem, or life satisfaction) above and beyond that explained by an existing sexism measure and explained variance in anxiety and depression (but not self-esteem) above and beyond that explained by neuroticism. Implications for future research are discussed.
ContributorsMiyake, Elisa (Author) / Tran, Giac-Thao Thanh (Thesis advisor) / Bernsten, Bianca (Committee member) / Tracey, Terence (Committee member) / Arizona State University (Publisher)
Created2018
Description
Although the number of women earning college degrees and entering the workforce is increasing, a gender gap persists at top leadership positions. Women are faced with numerous challenges throughout the talent pipeline, challenges that often drive women out of the workforce. This paper looks at the power of mentoring and how women, particularly young women, have the potential to overcome these challenges through a successful mentoring relationship. We use examples of successful mentoring programs at the corporate and university level to support the development of a mentoring program at the high school level. Our paper presents the research and development process behind the Young Women in Leadership (YWiL) Workshop, a half-day event that focused on bringing awareness to the importance of mentoring and leadership at the high school level while providing young women with the confidence and knowledge to begin to establish their own mentoring relationships.
ContributorsRust, Brenna (Co-author) / Myers, Sheridan (Co-author) / Desch, Tim (Thesis director) / Kalika, Dale (Committee member) / Barrett, The Honors College (Contributor) / School of Life Sciences (Contributor) / School of Accountancy (Contributor) / T. Denny Sanford School of Social and Family Dynamics (Contributor) / WPC Graduate Programs (Contributor) / W. P. Carey School of Business (Contributor)
Created2015-05
Description
The aim of this thesis is to explain the dichotomy between public perception of leadership and quantifiable measurement of leadership based on Information Measurement Theory, a method of utilizing deductive logic, and to identify and interpret the causes of such discrepancies as seen in the case of Steve Jobs. The general public perceives Steve Jobs to be an effective leader because he was visionary, entrepreneurial, charismatic and highly successful. However, these perceptions are not true indicators of leadership but rather qualitative interpretations of leadership without tangible evidence in support of this idea. An analysis of words found in multiple appearances of online articles relating to Steve Jobs and leadership revealed a variety of common factors associated with Steve Jobs' leadership, supporting a primarily positive viewpoint by the public. The thesis then identified how a new methodology of measuring leadership effectiveness based on quantitative data, known as the New Leadership Model, concludes Steve Jobs does not meet the criteria necessary to be considered a Best Value Leader, one who uses alignment rather than management, direction and control to achieve maximum efficiency within an organization. The discrepancies between public perception of Steve Jobs as a leader and the results of the New Leadership Model evaluation show significant variance. Potential rationale for these variances is offered in the thesis. In conclusion, the thesis argues that public perception will often differ from quantifiable measurement of leadership based on the interpretation of leadership by various groups and by the methods each group uses to identify characteristics of effective leadership.
ContributorsRoderique, Kelsey Boyd (Author) / Kashiwagi, Dean (Thesis director) / Kashiwagi, Jacob (Committee member) / Barrett, The Honors College (Contributor) / T. Denny Sanford School of Social and Family Dynamics (Contributor) / WPC Graduate Programs (Contributor) / Walter Cronkite School of Journalism and Mass Communication (Contributor)
Created2014-05
Description
Early in the development of American's interest in athletics there has been a conditioning of the mind toward promoting and rewarding male athletes, while ignoring and undercutting female athletes. There is substantial evidence of the existence of monetary and promotional time given to male athletes and very little support given to their female counterparts. The gender pay gap in professional sports is a culmination of gender discrimination within the entire sports realm. It appears to start at the high school level, continue on into the collegiate sector, and is finally magnified in the professional arena. In high school, male sport's programs are given preference to game and practice times, locations, as well as promotions. In college, male athletic programs are advertised and highlighted as being the premier events to go to. This is also seen in college bookstores with the dominating male event merchandise for sale. In the professional arena, the astronomical value of male athletes' salaries, which go into the multi-millions, makes the gender pay gap glaring. These discrepancies between men and women at each level of sport are in part caused by the underlying informal systems or societal norms and values currently present and encouraged in American culture and communities. These informal systems are often countered by formal systems, such as Title IX. Change cannot truly take place until the two systems are aligned. Thankfully, society today seems to be headed in a more equitable direction; therefore, promoting hope and promise for a more equal future between male and female athletes and their programs.
ContributorsBaldwin, Macy Jeanette (Author) / Goegan, Brian (Thesis director) / Eaton, John (Committee member) / School of Accountancy (Contributor) / WPC Graduate Programs (Contributor) / Barrett, The Honors College (Contributor)
Created2017-05
Description
Research on leaders indicates that strong leadership depends on certain behavioral factors as well as an established sense of trust and cooperation between leaders and the individuals they lead. In order to understand what has the greatest influence on an individual’s leadership abilities, this study was conducted to uncover what factors play the largest role in how an individual leads others and how they view others as leaders; the factors examined were extraversion, gender, honors college, class standing, and GPA. Along with this, the study was designed to determine the impact of ambiversion on leadership as well as the aforementioned factors. According to research, ambiverts are more dynamic and their behavior depends upon the situation at hand. In this study, a survey was conducted to gather information on students, assess their level of extraversion, and obtain their experiences both as leaders and when other individuals were leading them. Based on personality, extraverts felt more confident and effective in their leadership abilities, introverts were more authoritative in their approach to leadership and took charge of the group, and ambiverts did not feel confident or effective as leaders. Overall, women were more confident in their leadership abilities and felt they were more effective leaders. Women also are considered more team style leaders that encourage group members to participate and view success as a group effort. Men are more authoritative in their leadership style and believe the group should follow their rules. Along with this, women rated themselves as introverts less than men. Along other dimensions, W.P. Carey students are less about the people in their leadership style than other majors, and Barrett students are more focused on the task side of leadership than non-Barrett individuals. Additionally, students in the top GPA bracket are more team style leaders while students in the highest class standing are less team style with their leadership approach.
ContributorsPinto, Victoria Lynne (Co-author) / Houri, Jade (Co-author) / LePine, Marcie (Thesis director) / McKinnon, David (Committee member) / WPC Graduate Programs (Contributor) / School of Accountancy (Contributor) / Barrett, The Honors College (Contributor)
Created2020-05