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Year 2021, Volume: 3 Issue: 2, 152 - 167, 26.12.2021

Nurcan Akbaş Bahar Taner

Abstract

References

  • Arnold, K. A. & Loughlin, C. (2013). Integrating Transformational and Participative Versus Directive Leadership Theories, Leadership and Organization Development Journal, 34(1), 67-84.
  • Allan, E., Gordon, S. & Iverson, S. (2006). Re/Thinking Practices Of Power: The Discursive Framing Of Leadership İn The Chronicle Of Higher Education. The Review of Higher Education, 30(1), 41-68.
  • Bagilhole, B. & White, K. (2008). Towards a Gendered Skills Analysis of Senior Management Positions in UK And Australian Universities, Tertiary Education and Management, 14(1), 1–12.
  • Bear, S., Rahman, N. & Post, C. (2010). The Impact of Board Diversity and Gender Composition on Corporate Social Responsibility and Firm Reputation, Journal of Business Ethics, 97(2), 207-221.
  • Bennett, R. (1997). Organisational Behaviour, Prentice Hall, Harlow.
  • Berkery, E., Morley, M. & Tiernan, S. (2013). Beyond Gender Role Stereotypes and Requisite Managerial Characteristics: From Communal to Androgynous, the Changing Views of Women, Gender in Management, 28(5), 278–298.
  • Biddle, B. J. (1979). Role Theory: Expectancies, Identities, and Behaviors, Academic Press, Newyork.
  • Blake, R. R. & Mouton, J. S. (1978). Toward a General Theory of Consultation, The Personnel and Guidance Journal, 56(6), 328-330.
  • Bolman, L. G. & Deal, T. E. (2008). Reframing Organizations: Artistry, Choice and Leadership, Jossey Bass, San Francisco.
  • Bolen, J. S. (2013). Moving Toward the Millionth Circle: Energizing the Global Women’s Movement, Conari Press, Newburyport.
  • Boulouta, I. (2013). Hidden Connections: The Link Between Board Gender Diversity and Corporate Social Performance, Journal of Business Ethics, 113(2), 185-197.
  • Brudney, J. L., Hebert, F. T. & Wright, D. S. (2000). From Organizational Values to Organizational Roles: Examining Representative Bureaucracy in State Administration, Journal of Public Administration Research and Theory, 10(3), 491–512.
  • Chatman, J. A. (1989). Improving Interactional Organizational Research: A Model of Person-Organization Fit, Academy of Management Review, 14(3), 333-349.
  • Collinson, D. & Hearn, J. (1994). Naming Men as Men: Implications for Work, Organization and Management. Gender Work Organ, 1(1), 2–22.
  • Clonninger, K. (2009). Refounding a Movement: Preparing a One-Hundred-Year-Old Organization for the Future, In F. Hesselbein ve M. Goldsmith (Eds.), The Organization of the Future 2 (203-216), Jossey Bass, San Francisco.
  • Cuadrado, I., Navas, M., Molero, F., Ferrer, E. & Morales, J. F. (2012). Gender Differences in Leadership Styles as a Function of Leader and Subordinates’ Sex And Type of Organization: Gender Differences in Leadership Styles, Journal of Applied Socia Psychology, 42(12), 3083-3113.
  • Daft, R. L.2005. The Leadership Experience, Mason, Ohio.
  • Drucker P. F. (1986). Management Tasks, Responsibilities, Practices, Truman Talley Books, Newyork.
  • Eagly, A.H. & Carli, L. L. (2007). Through the Labyrinth: The Truth About How Women Become Leaders, Harvard Business School Press, Boston.
  • Eagly, A. H., Johannesen-Schmidt, M. C. & van Engen, M. L. (2003). Transformational, Transactional, and Laissez-Faire Leadership Styles: A Meta-Analysis Comparing Women and Men. Psychological Bulletin, 129(4), 569-591.
  • Elkington, J. (1997). Cannibals With Forks the Triple Bottom Line of 21st Century. Oxford Center: Capstone Publishing Ltd., Oxford.
  • Fichter, J. (2006), Sosyoloji nedir, Anı Yayıncılık, Ankara.
  • Fiedler, F. E. (1978). The Contingency Model and the Dynamics of the Leadership Process, In Advances in Experimental Social Psychology, 11, 59-112.
  • Follett, M. P. (1941). Dynamic Administration: The Collected Papers of Mary Parker Follett, Routledge, Taylor and Francis Group, Newyork.
  • Follett, M. P. (1949). Freedom and Coordination: Lectures in Business Organization, Management Publications Trust Limited, Newyork.
  • Freeman, R. E. (1984). Strategic Management: A Stakeholder Approach, MA: Pitman, Boston.
  • Gaucher, D., Friesen, J. & Kay, A.C. (2011). Evidence That Gendered Wording in Job Advertisement Sexists and Sustains Gender Inequality, Journal of Personality and Social Psychology, 101(1), 109-128.
  • Gerzema, J. & D’Antonio, M. (2013). The Athena How Women and the Men (Who Think Like Them) will Rule the Future, Jossey Bass, San Francisco.
  • Gerzema J. (2013a). Competency Feminine, Athena Doctrine, It Represents the best in All of Us, Leadership Excellence, April, 19.
  • Graham, P. (1995). Mary Parker Follett: Prophet of Management, MA: Harvard Business School Press, Boston.
  • Gutek, B. A. (2001). Women and Paidwork, Psychology of Women Quarterly, 25(4), 379–393.
  • Gutek, B. A. & Morasch, B. (1982). Sex-Ratios, Sex-Role Spillover, and Sexual Harassment of Women at Work, Journal of Social Issues, 38(4), 55–74.
  • Hailey, J. (2000). Indicators of Identity: Ngos and the Strategic İmperative of Assessing Core Values, Development in Practice, 10(3-4), 402-407.
  • Helgesen, S. (1990). The Female Advantage: Women’s Ways of Leadership, Doubleday, Newyork.
  • Henderson, M. & Thomson, D. (2003). Values at Work: The Invisible Threads Between People, Performance and Profit, Harper Collins Publishers, Auckland.
  • Hersey, P., Blanchard, K. H. & Johnson, D. E. (2008), Management of Organizational Behaviour: Leading Human Resources, Upper Saddle River, NJ, Prentice Hall.
  • Hofstede, G. (1980). Culture and Organizations, International Studies of Management and Organization, 10(4), 15-41.
  • Hofstede G., Hofstede J. G. & Minkov M., (2010). Cultures and Organizations, Software of the Mind, McGraw Hill, Newyork.
  • Izzo, J. B. & Withers, P. (2007). Values Shifts: Recruiting, Retaining, and Engaging Multigenerational Work Force, Fair Winds Press, Lions Bay BC.
  • Kanter, R. M. (2008). Men and Women of the Corporation, Basic Books, Newyork.
  • Kanter, R. M., Bird, M., Bernstein, E. S. & Raffaelli, R. (2015). How Leaders Use Values-Based Guidance Systems to Create Dynamic Capabilities, The Oxford Handbook of Dynamic Capabilities, Oxford.
  • Katila, S. & Eriksson, P. (2013). He is a Firm, Strong-Minded and Empowering Leader, But is She? Gendered Positioning of Female and Male CEOs, Gender Work Organisation, 20(1), 71-84.
  • Klenke, K. (2005). Corporate Values as Multi-Level, Multi-Domain Antecedents of Leader Behaviours, International Journal of Manpower, 26(1), 50-66.
  • Komar, Z. (2016). Feminine Rhetoric: Feminine and Masculine Dimensions in the Context of Rhetoric, Gender and Social Spheres, Opus et Educatio, 3(2), 178-184.
  • Kouzes, J. & Posner, B. (2007). The Leadership Challenge, Wiley and Sons, San Francisco.
  • Larkin, M. B., Bernardi, R. A. & Bosco, S. M. (2013). Does Female Representation on Boards of Directors Associate with Increased Transparency and Ethical Behavior?, Accounting and the Public Interest, 13(1), 132-150.
  • Lerner, G. (1986). The Creation of Patriarchy, Oxford University Press, Oxford.
  • Lewin, K. (1947). Frontiers in Group Dynamics: Concept, Method and Reality in Social Science; Social Equilibria and Social Change, Human Relations, 1(1), 5-41.
  • Likert R. (1961). New Patterns of Management, McGraw Hill, Newyork.
  • Loden, M. (1985). Feminine Leadership or How to Succeed in Business without being One of the Boys, Times Books, Newyork.
  • Loughlin, C., Arnold, K. & Crawford, J. B. (2012). Lost Opportunity: Is Transformational Leadership Accurately Recognized and Rewarded in all Managers?, Equality, Diversity and Inclusion, 31(1), 43-64.
  • Machiavelli, N. (2008). The Prince (Transl: J. B. Atkinson Edition), Hackett Publishing, Cambridge.
  • Mackey J. & Sisodia R. (2013). Conscious Capitalism: Liberating the Heroic Spirit of Busines, Harvard Business Review Press, Massachusetts Boston.
  • Madsen, S. (2012). Women and Leadership in Higher Education: Current Realities, Challenges and Future Directions, Advances in Developing Human Resources, 14(131), 131-139.
  • McGrath, R. G. (2014). Management’s Three Eras: A Brief History, Harvard Business Review, 30, 2-4.
  • Mc Kinsey and Company, (2008). Women Matter 2 Female Leadership, A Competitive Edge for the Future, McKinsey and Company Inc., Fransa.
  • Monin, N. & Bathurst, R. (2008). Mary Parker Follett on the Leadership of Everyman, Ephemera-theory and Politics in Organization, 8(4), 447-461.
  • Montgomery, E. (2004). “Tortured Families: A Coordinated Management of Meaning Analysis, Family Process, 43(3), 346-371.
  • Morse, R. S. (2006). Prophet of Participation: Mary Parker Follett and Public Participation in Public Administration, Administrative Theory and Praxis, 28(1), 1–32.
  • Newman, M. A. & Guy, M. E. (1998). Taylor's Triangle, Follett's Web, Administrative Theory and Praxis, 20(3), 287-297.
  • Nielsen, S. & Huse, M. (2010). The Contribution of Women on Boards of Directors: Going Beyond the Surface, Corporate Governance: An International Review, 18(2), 136–148.
  • Oakley, A. (2016). Sex, Gender and Society, Routledge, London.
  • O’Connor, P. & Göransson, A. (2015). Constructing or Rejecting the Notion of the Other in University Management: The cases of Ireland and Sweden. Education Management Administration Leadership, 43(2), 323-340.
  • OECD (2008). Gender and Sustainable Development, Organisation for Economic Cooperation and Development, Paris.
  • Paine, J. B. & Organ, D. W. (2000). The Cultural Matrix of Organizational Citizenship Behavior: Some Preliminary Conceptual and Empirical Observations, Human Resource Management Review, 10(1), 45-59.
  • Parsons, T. (2014). Essays in Sociological Theory, The Free Press of Macmillan Publishing Co., Newyork.
  • Peterson, H. (2018). From Goal-Orientated, Strong and Decisive Leader to Collaborative and Communicative Listener. Gendered shifts in vice-chancellor ideals, 1990-2018, Educational Science, 8(90), 1-17.
  • Porter, M. & Van der Linde, C. (1995). Green and Competitive: Ending the Stalemate, Harvard Business Review, 73(5), 120–134. Porter-O’Grady, T. (2003). A Different Age for Leadership, Part 1: New Context, New Content, JONA: The Journal Of Nursing Administration, 33(2), 105-110.
  • Post, C., Rahman, N. & Rubow, E. (2011). Green Governance: Boards of Directors’ Composition and Environmental Corporate Social Responsibility, Business & Society, 50(1), 189-223.
  • Powell G. N. (2012). Six Ways of Seeing the Elephant: The Intersection Of Sex, Gender and Leadership, Gender in Management: An International Journal, 27(2), 119-141.
  • Ramsay, E. (2000, October). Women and Leadership in Higher Education: Facing İnternational Challenges and Maximising Opportunities. Key Note Address Delivered at the İnternational Seminar- Asian Women Leaders in Higher Education II: Leadership Competencies to Face the Local-Global Challenges of the 21st Century, Universiti Kebangsaan Malaysia, Kuala Lumpur.
  • Ridgeway, C. L. (2001). Gender, Status, and Leadership, Journal of Social Issues, 57(4), 637–655.
  • Rokeach, M. (1973). The Nature of Human Values, Free Press, Newyork.
  • Rosener, J. B. (1995). America’s Competitive Secret: Utilizing Women as a Management Strategy, Oxford University Press, Newyork.
  • Różycka, M. (2018). The Conditions of Women’s Success in the Context of Appreciation of Female Values, Women and Business, 1(4), 28-35.
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  • Sapru, R. K. (2006). Administrative Theories and Management Thought, Prentice Hall of India, New Delhi.
  • Sarbin, T. R. & Allen, V. L. (1968). Role Theory, In G. Lindzey and E. Aronson (Eds.), Handbook of Social Psychology (2nd ed., Vol. 1, 488–567), Reading, MA, Addison-Wesley.
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Femine Values in Management: A Research on BIST 100 Companies in Turkey

Year 2021, Volume: 3 Issue: 2, 152 - 167, 26.12.2021

Nurcan Akbaş Bahar Taner

Abstract

Feminine values in management are investigated in this article. The main purpose of article is to define a management framework through examining the expectations and views of leading Turkish business executives about ideal management. The similarities and connection of this management framework with feminine values is searched in order to gain an important perspective to the practice of management. In the research, the phenomenology as a qualitative research method and the document and interview method as the data collection technique were used. After the review of literature on management and leadership, the leadership behaviors and values adopted by executives of the leading companies were investigated on the basis of the data obtained from the interviews. Content analyses were carried out on the vision, mission and values statements of the companies in their websites. The results show that feminine values are predominant in effective management, feminine leadership behaviors are preferred, effective management values change over time, and preferences for success and happiness exhibit a concentration in feminine values. The findings of the study also revealed the importance of feminine values in all management practices in order to gain efficiency in management such as strategy determination, training, merit rating in performance evaluation and coordination. In this context, some recommendations are made.

Keywords

Management Feminine values Masculine values Leadership behaviors

References

  • Arnold, K. A. & Loughlin, C. (2013). Integrating Transformational and Participative Versus Directive Leadership Theories, Leadership and Organization Development Journal, 34(1), 67-84.
  • Allan, E., Gordon, S. & Iverson, S. (2006). Re/Thinking Practices Of Power: The Discursive Framing Of Leadership İn The Chronicle Of Higher Education. The Review of Higher Education, 30(1), 41-68.
  • Bagilhole, B. & White, K. (2008). Towards a Gendered Skills Analysis of Senior Management Positions in UK And Australian Universities, Tertiary Education and Management, 14(1), 1–12.
  • Bear, S., Rahman, N. & Post, C. (2010). The Impact of Board Diversity and Gender Composition on Corporate Social Responsibility and Firm Reputation, Journal of Business Ethics, 97(2), 207-221.
  • Bennett, R. (1997). Organisational Behaviour, Prentice Hall, Harlow.
  • Berkery, E., Morley, M. & Tiernan, S. (2013). Beyond Gender Role Stereotypes and Requisite Managerial Characteristics: From Communal to Androgynous, the Changing Views of Women, Gender in Management, 28(5), 278–298.
  • Biddle, B. J. (1979). Role Theory: Expectancies, Identities, and Behaviors, Academic Press, Newyork.
  • Blake, R. R. & Mouton, J. S. (1978). Toward a General Theory of Consultation, The Personnel and Guidance Journal, 56(6), 328-330.
  • Bolman, L. G. & Deal, T. E. (2008). Reframing Organizations: Artistry, Choice and Leadership, Jossey Bass, San Francisco.
  • Bolen, J. S. (2013). Moving Toward the Millionth Circle: Energizing the Global Women’s Movement, Conari Press, Newburyport.
  • Boulouta, I. (2013). Hidden Connections: The Link Between Board Gender Diversity and Corporate Social Performance, Journal of Business Ethics, 113(2), 185-197.
  • Brudney, J. L., Hebert, F. T. & Wright, D. S. (2000). From Organizational Values to Organizational Roles: Examining Representative Bureaucracy in State Administration, Journal of Public Administration Research and Theory, 10(3), 491–512.
  • Chatman, J. A. (1989). Improving Interactional Organizational Research: A Model of Person-Organization Fit, Academy of Management Review, 14(3), 333-349.
  • Collinson, D. & Hearn, J. (1994). Naming Men as Men: Implications for Work, Organization and Management. Gender Work Organ, 1(1), 2–22.
  • Clonninger, K. (2009). Refounding a Movement: Preparing a One-Hundred-Year-Old Organization for the Future, In F. Hesselbein ve M. Goldsmith (Eds.), The Organization of the Future 2 (203-216), Jossey Bass, San Francisco.
  • Cuadrado, I., Navas, M., Molero, F., Ferrer, E. & Morales, J. F. (2012). Gender Differences in Leadership Styles as a Function of Leader and Subordinates’ Sex And Type of Organization: Gender Differences in Leadership Styles, Journal of Applied Socia Psychology, 42(12), 3083-3113.
  • Daft, R. L.2005. The Leadership Experience, Mason, Ohio.
  • Drucker P. F. (1986). Management Tasks, Responsibilities, Practices, Truman Talley Books, Newyork.
  • Eagly, A.H. & Carli, L. L. (2007). Through the Labyrinth: The Truth About How Women Become Leaders, Harvard Business School Press, Boston.
  • Eagly, A. H., Johannesen-Schmidt, M. C. & van Engen, M. L. (2003). Transformational, Transactional, and Laissez-Faire Leadership Styles: A Meta-Analysis Comparing Women and Men. Psychological Bulletin, 129(4), 569-591.
  • Elkington, J. (1997). Cannibals With Forks the Triple Bottom Line of 21st Century. Oxford Center: Capstone Publishing Ltd., Oxford.
  • Fichter, J. (2006), Sosyoloji nedir, Anı Yayıncılık, Ankara.
  • Fiedler, F. E. (1978). The Contingency Model and the Dynamics of the Leadership Process, In Advances in Experimental Social Psychology, 11, 59-112.
  • Follett, M. P. (1941). Dynamic Administration: The Collected Papers of Mary Parker Follett, Routledge, Taylor and Francis Group, Newyork.
  • Follett, M. P. (1949). Freedom and Coordination: Lectures in Business Organization, Management Publications Trust Limited, Newyork.
  • Freeman, R. E. (1984). Strategic Management: A Stakeholder Approach, MA: Pitman, Boston.
  • Gaucher, D., Friesen, J. & Kay, A.C. (2011). Evidence That Gendered Wording in Job Advertisement Sexists and Sustains Gender Inequality, Journal of Personality and Social Psychology, 101(1), 109-128.
  • Gerzema, J. & D’Antonio, M. (2013). The Athena How Women and the Men (Who Think Like Them) will Rule the Future, Jossey Bass, San Francisco.
  • Gerzema J. (2013a). Competency Feminine, Athena Doctrine, It Represents the best in All of Us, Leadership Excellence, April, 19.
  • Graham, P. (1995). Mary Parker Follett: Prophet of Management, MA: Harvard Business School Press, Boston.
  • Gutek, B. A. (2001). Women and Paidwork, Psychology of Women Quarterly, 25(4), 379–393.
  • Gutek, B. A. & Morasch, B. (1982). Sex-Ratios, Sex-Role Spillover, and Sexual Harassment of Women at Work, Journal of Social Issues, 38(4), 55–74.
  • Hailey, J. (2000). Indicators of Identity: Ngos and the Strategic İmperative of Assessing Core Values, Development in Practice, 10(3-4), 402-407.
  • Helgesen, S. (1990). The Female Advantage: Women’s Ways of Leadership, Doubleday, Newyork.
  • Henderson, M. & Thomson, D. (2003). Values at Work: The Invisible Threads Between People, Performance and Profit, Harper Collins Publishers, Auckland.
  • Hersey, P., Blanchard, K. H. & Johnson, D. E. (2008), Management of Organizational Behaviour: Leading Human Resources, Upper Saddle River, NJ, Prentice Hall.
  • Hofstede, G. (1980). Culture and Organizations, International Studies of Management and Organization, 10(4), 15-41.
  • Hofstede G., Hofstede J. G. & Minkov M., (2010). Cultures and Organizations, Software of the Mind, McGraw Hill, Newyork.
  • Izzo, J. B. & Withers, P. (2007). Values Shifts: Recruiting, Retaining, and Engaging Multigenerational Work Force, Fair Winds Press, Lions Bay BC.
  • Kanter, R. M. (2008). Men and Women of the Corporation, Basic Books, Newyork.
  • Kanter, R. M., Bird, M., Bernstein, E. S. & Raffaelli, R. (2015). How Leaders Use Values-Based Guidance Systems to Create Dynamic Capabilities, The Oxford Handbook of Dynamic Capabilities, Oxford.
  • Katila, S. & Eriksson, P. (2013). He is a Firm, Strong-Minded and Empowering Leader, But is She? Gendered Positioning of Female and Male CEOs, Gender Work Organisation, 20(1), 71-84.
  • Klenke, K. (2005). Corporate Values as Multi-Level, Multi-Domain Antecedents of Leader Behaviours, International Journal of Manpower, 26(1), 50-66.
  • Komar, Z. (2016). Feminine Rhetoric: Feminine and Masculine Dimensions in the Context of Rhetoric, Gender and Social Spheres, Opus et Educatio, 3(2), 178-184.
  • Kouzes, J. & Posner, B. (2007). The Leadership Challenge, Wiley and Sons, San Francisco.
  • Larkin, M. B., Bernardi, R. A. & Bosco, S. M. (2013). Does Female Representation on Boards of Directors Associate with Increased Transparency and Ethical Behavior?, Accounting and the Public Interest, 13(1), 132-150.
  • Lerner, G. (1986). The Creation of Patriarchy, Oxford University Press, Oxford.
  • Lewin, K. (1947). Frontiers in Group Dynamics: Concept, Method and Reality in Social Science; Social Equilibria and Social Change, Human Relations, 1(1), 5-41.
  • Likert R. (1961). New Patterns of Management, McGraw Hill, Newyork.
  • Loden, M. (1985). Feminine Leadership or How to Succeed in Business without being One of the Boys, Times Books, Newyork.
  • Loughlin, C., Arnold, K. & Crawford, J. B. (2012). Lost Opportunity: Is Transformational Leadership Accurately Recognized and Rewarded in all Managers?, Equality, Diversity and Inclusion, 31(1), 43-64.
  • Machiavelli, N. (2008). The Prince (Transl: J. B. Atkinson Edition), Hackett Publishing, Cambridge.
  • Mackey J. & Sisodia R. (2013). Conscious Capitalism: Liberating the Heroic Spirit of Busines, Harvard Business Review Press, Massachusetts Boston.
  • Madsen, S. (2012). Women and Leadership in Higher Education: Current Realities, Challenges and Future Directions, Advances in Developing Human Resources, 14(131), 131-139.
  • McGrath, R. G. (2014). Management’s Three Eras: A Brief History, Harvard Business Review, 30, 2-4.
  • Mc Kinsey and Company, (2008). Women Matter 2 Female Leadership, A Competitive Edge for the Future, McKinsey and Company Inc., Fransa.
  • Monin, N. & Bathurst, R. (2008). Mary Parker Follett on the Leadership of Everyman, Ephemera-theory and Politics in Organization, 8(4), 447-461.
  • Montgomery, E. (2004). “Tortured Families: A Coordinated Management of Meaning Analysis, Family Process, 43(3), 346-371.
  • Morse, R. S. (2006). Prophet of Participation: Mary Parker Follett and Public Participation in Public Administration, Administrative Theory and Praxis, 28(1), 1–32.
  • Newman, M. A. & Guy, M. E. (1998). Taylor's Triangle, Follett's Web, Administrative Theory and Praxis, 20(3), 287-297.
  • Nielsen, S. & Huse, M. (2010). The Contribution of Women on Boards of Directors: Going Beyond the Surface, Corporate Governance: An International Review, 18(2), 136–148.
  • Oakley, A. (2016). Sex, Gender and Society, Routledge, London.
  • O’Connor, P. & Göransson, A. (2015). Constructing or Rejecting the Notion of the Other in University Management: The cases of Ireland and Sweden. Education Management Administration Leadership, 43(2), 323-340.
  • OECD (2008). Gender and Sustainable Development, Organisation for Economic Cooperation and Development, Paris.
  • Paine, J. B. & Organ, D. W. (2000). The Cultural Matrix of Organizational Citizenship Behavior: Some Preliminary Conceptual and Empirical Observations, Human Resource Management Review, 10(1), 45-59.
  • Parsons, T. (2014). Essays in Sociological Theory, The Free Press of Macmillan Publishing Co., Newyork.
  • Peterson, H. (2018). From Goal-Orientated, Strong and Decisive Leader to Collaborative and Communicative Listener. Gendered shifts in vice-chancellor ideals, 1990-2018, Educational Science, 8(90), 1-17.
  • Porter, M. & Van der Linde, C. (1995). Green and Competitive: Ending the Stalemate, Harvard Business Review, 73(5), 120–134. Porter-O’Grady, T. (2003). A Different Age for Leadership, Part 1: New Context, New Content, JONA: The Journal Of Nursing Administration, 33(2), 105-110.
  • Post, C., Rahman, N. & Rubow, E. (2011). Green Governance: Boards of Directors’ Composition and Environmental Corporate Social Responsibility, Business & Society, 50(1), 189-223.
  • Powell G. N. (2012). Six Ways of Seeing the Elephant: The Intersection Of Sex, Gender and Leadership, Gender in Management: An International Journal, 27(2), 119-141.
  • Ramsay, E. (2000, October). Women and Leadership in Higher Education: Facing İnternational Challenges and Maximising Opportunities. Key Note Address Delivered at the İnternational Seminar- Asian Women Leaders in Higher Education II: Leadership Competencies to Face the Local-Global Challenges of the 21st Century, Universiti Kebangsaan Malaysia, Kuala Lumpur.
  • Ridgeway, C. L. (2001). Gender, Status, and Leadership, Journal of Social Issues, 57(4), 637–655.
  • Rokeach, M. (1973). The Nature of Human Values, Free Press, Newyork.
  • Rosener, J. B. (1995). America’s Competitive Secret: Utilizing Women as a Management Strategy, Oxford University Press, Newyork.
  • Różycka, M. (2018). The Conditions of Women’s Success in the Context of Appreciation of Female Values, Women and Business, 1(4), 28-35.
  • Rühli, E. & Sauter-Sachs, S. (1993). Towards an Integrated Concept of Management Efficiency. MIR: Management International Review, 295-313.
  • Sancar, S. (2009). Erkeklik: İmkânsız İktidar Ailede, Piyasada ve Sokakta Erkekler, Metis yayınları, İstanbul.
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Details

Primary Language English
Subjects Business Administration
Journal Section Articles
Authors

Nurcan Akbaş 0000-0002-6871-6449

Bahar Taner 0000-0002-4169-6716

Publication Date December 26, 2021
Submission Date June 15, 2021
Acceptance Date July 26, 2021
Published in Issue Year 2021 Volume: 3 Issue: 2

Cite

APA Akbaş, N., & Taner, B. (2021). Femine Values in Management: A Research on BIST 100 Companies in Turkey. Management and Political Sciences Review, 3(2), 152-167.
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