Gender Imbalance in Public Sector Leadership
Gender Imbalance in Public Sector Leadership
Deneen Hatmaker , University of Connecticut
Kimberly L. Nelson , University of North Carolina, Chapel Hill
Sanjay K. Pandey , George Washington University, Washington DC
Sheela Pandey , Penn State Harrisburg
Amy E. Smith , University of Massachusetts, Boston
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GBPWomen are still underrepresented as public-sector organizational leaders, despite comprising half of the United States public-sector workforce. To explore the factors driving gender imbalance, this Element employs a problem-driven approach to examine gender imbalance in local government management. We use multiple methods, inductive and deductive research, and different theoretical frames for exploring why so few women are city or county managers. Our interviews, resume analysis and secondary data analysis suggesting that women in local government management face a complex puzzle of gendered experiences, career paths and appointment circumstances that lend insights into gender imbalanced leadership in this domain.
Product details
July 2020Paperback
9781108708081
75 pages
150 × 230 × 5 mm
0.13kg
Available
Table of Contents
- Introduction
- 1. Crisis in Italy, opportunity in South America: theatrical economies at the turn of the twentieth century
- 2. Mocchi in South America: the Sociedad Teatral ĺtalo-Argentina
- 3. Mocchi in Italy: the early years of the Società Teatrale Internazionale
- 4. Becoming the 'Buffalo Bill of Italian impresarios': Mocchi and La Teatral
- 5. Mocchi and World War I: new challenges, new cooperations
- 6. New initiatives, new controversies: Mocchi in the 1920s and 1930s
- Epilogue.
