Re:Gender works to end gender inequity by exposing root causes and advancing research-informed action. Working with multiple sectors and disciplines, we are shaping a world that demands fairness across difference.
Evidence of a link between the bottom line and women at the top is growing, with McKinsey research showing better-than-average financial performance by European companies with the highest performance of women in influential leadership roles. The report, launched at the Women’s Forum for the Economy & Society in Deauville, France, finds these companies do better than their sector in terms of return on equity, operating result, and shared price growth.
The Michigan Women’s Leadership Index (WLI) is a data-based instrument used to measure the presence of women executives in the highest leadership positions of the top 100 publicly-held companies headquartered in Michigan (Index 100). Research shows that women directors’ and women executives’ presence and advancement are independent of one another, and that there is more hope for increasing the number of women executives than increasing the number of women board members.
The increased representation by women among corporate boards continues a trend that has been present for several years; however, women still lag far behind their male counterparts. Both established women directors and those seeking board seats for the first time revealed in the survey that they still find themselves fighting an uphill battle for equal representation.
Does it matter to corporate governance whether women serve on a board? If so, does it make a difference how many women serve? Is there a critical mass that can bring significant change to the boardroom and improve corporate governance?
Starting, funding, and growing a new venture are significant challenges for every entrepreneur. For women, the hurdles are even higher, due to widely held perceptions about them, their capabilities, and their businesses. Now, five leading experts on women dedicated to achieving success and claiming the rewards.
There are more medical women today in academia as students, residents and faculty than ever before. However, a certain silence continues to dismiss the challenges they face in balancing career demands, family life, gender biases and harassment. This same silence continues to perpetuate a culture that is inhospitable to the retention of women in academic medicine.
This book is based on an analysis of 60 interviews with prominent U.S. women regarding their leadership practices. Using a life course developmental perspective, the study places the leadership experiences of these prominent Caucasian leaders and leaders of color in a socio-historical context. The results show the progress to date, and what remains to be accomplished to achieve gender equity in leadership.