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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
In the mid-1970s, social scientists began observing marital dyad conversations in laboratory settings with the hope of determining which observable features best discriminate couples who report being either satisfied or unsatisfied with their relationship. These studies continued until about a decade ago when, in addition to increasing laboratory costs slowing the pace of new data collection, researchers realized that distressed couples were easier to quantitatively describe than nondistressed couples. Specifically, distressed couples exhibit rigid patterns of negativity whereas couples who report being maritally satisfied show minimal rigidity in the opposite direction \u2014 positivity. This was, and is, a theoretical dilemma: how can clinicians understand and eventually modify distressed relationships when the behavior of satisfied couples are less patterned, less predictable and more diverse? A recent study by Griffin and Li (2015), using contemporary machine learning techniques, reanalyzed existing marital interaction data and found that, contrary to expectation and existing theory, nondistressed couples should be further subdivided into two groups \u2014 those who are predictably positive or neutral and those who interact using diverse and varying levels of positive and negative behaviors. The latter group is the focus of this thesis. Using these recent findings as discussion points, I review how the unexpected behaviors in this novel group can maintain and possibly perpetuate marital satisfaction.
ContributorsAbdul-Quadir, Hasana (Author) / Griffin, William A. (Thesis director) / Li, Xun (Committee member) / Barrett, The Honors College (Contributor) / T. Denny Sanford School of Social and Family Dynamics (Contributor) / School of International Letters and Cultures (Contributor) / Hugh Downs School of Human Communication (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