This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Google Scholar Articles by Dreher, G. F. Search for Related Content Social Bookmarking                   What's this?

Breaking the Glass Ceiling: The Effects of Sex Ratios and Work-Life Programs on Female Leadership at the Top

dreher{at}indian.edu

Data, at the level of the corporation, revealed that the percentage of lower-level managerial positions held by women in the 1980s and early 1990s was positively associated with the number of work-life human resource practices provided in 1994 and with the percentage of senior management positions held by women in 1999. In turn, the number of work-life human resource practices provided in 1994 was positively associated with the percentage of senior management positions held by women in 1999 and partially mediated the effect of lower-level female representation on senior level female representation. These results support the blending of a social contact theory perspective and a strategic human resource management perspective when explaining the glass-ceiling phenomenon, and have important implications for managing human resources and individual careers.

Key Words: female leadership • glass ceiling • sex ratios • work-life programs

CiteULike    Connotea    Del.icio.us    Digg    Reddit    Technorati    What's this?

This article has been cited by other articles:

				K. S. Lyness and M. B. Kropf The relationships of national gender equality and organizational support with work-family balance: A study of European managers Human Relations, January 1, 2005; 58(1): 33 - 60. [Abstract] [PDF]