Fortune's most powerful women 2014 list issued on September 18th, includes a record 24 women CEOs, nearly half the total. And the highlighted businesswomen command executive suites in tech, finance, agribusiness, aerospace and other sectors. Fortune editors compile the list based on four criteria:
The size and importance of the woman’s business in the global economyThe health and direction of the businessThe arc of the woman’s careerSocial and cultural influence. Read now and discover these amazing businesswomen leaders...
This revised report highlights data and figures that reflect the state of women in key sectors of industry. This report goes beyond the original by making comparisons between the general prevalence of women at the top and the frequency with which women appear among many of the sectors’ top performers. Read more now.
These seven innovators are having a major influence on technology, healthcare and the government. Their ideas are changing the ways we do businessand addressing broader issues of national security, gender bias, world poverty and the state of the startup community at large. Now is the time to read about them....
Excerpt: Women entrepreneurship has hit the tiping point. The question is: Is it just a passing media fad that will soon be a blip on the radar screen, or is it actually a real, fundamental economic force that’s reshaping the world? I think it’s safe to say that it’s the latter. Read more about the opportunities and statistics of global female entrepreneurship.
The reasons women don't reach the top go beyond having it all and leaning in.
Maria Rachelle's insight:
Excerpt: "The truth is — as many have pointed out — that lots of ambitious people, male and female, make personal choices that take them off the path of leadership. It’s also true that women are often gently but firmly nudged off this path more frequently than men, when work and family invariably clash. And that is a problem. Not just for the women, but for the companies missing out on the benefits o fdiversity and the economy that's not playing with a full talent deck."
If women in the United States, Japan, and Egypt were employed at the same rates as men, the GDPs of those countries would be higher by 5%, 9%, and 34%, respectively. So how can countries increase women’s economic participation? This article examins that question by evaluating more than 100 countries on two measures: the policies they had in place to support women, such as those guaranteeing access to education and credit, and the economic achievements of women there, including their level of participation in the workforce and employment in high-level jobs. The article provides an interactive matrix that depicts how countries stack up. Read more now....
The uncomfortable realities women still face, even as they succeed in ever-greater numbers.
Maria Rachelle's insight:
From the article: "one big hope is that women continue to bridge the gender gap in terms of pay equality and access to leadership positions. So much of the news was good last year: women were better educated than ever, we continued to claim coveted CEO roles at companies such as IBM and Yahoo.
Yet, in order to clear a path for greater advancement and parity in 2013, we need to address the difficult paradoxes that women leaders continue to face — these are the mixed messages and uncomfortable realities that complicate an arguably positive picture of progress."
From the article: "One of the most dramatic changes in leadership development in the last decade has been the shift in focus from correcting weaknesses to identifying and expanding on strengths. As this movement continues to catch hold, three myths have emerged that deserve to be dispelled."
In the upcoming year, there will be a new war for talent: not yesteryear’s broad-based need for all top talent but an increasing demand for the right kind of talent. The Center for Talent and Innovation (CTI) research spotlights five ways leaders can leverage and develop diverse talent that confers a competative edge.
Excerpt: "Although the ghost of the Great Man still haunts leadership studies, most of us have recognized by now that successful organizations are the product of distributive, collective, and complementary leadership. The first step in putting together such a team is to identify each member of the team’s personality makeup and leadership style, so that strengths and competences can be matched to particular roles and challenges. Getting this match wrong can bring misery to all concerned and cause considerable damage." Read now the article and identify archetypes.
Excerpt: "When a new work group forms, people often make snap judgments about who is qualified to lead. If the players don’t already know one another, they tend to afford status to teammates on the basis of factors such as age, gender, race, attractiveness, and rank. Anyone, the authors say, can achieve higher status and more influence by getting in the right mind-set before engaging with new teammates.
There are three psychological states that can increase the optimism, confidence, and proactive behavior that people associate with leaders: promotion focus (defined as a focus on goals and positive outcomes), happiness, and a feeling of power. And all it takes to help you enter one of these states is a simple five-minute exercise before starting a group task: Write about your ambitions or a time when you felt happy or powerful. The authors report that study subjects who did exactly that were more likely than others to speak up, steer decision making, and be viewed by their teammates as leaders—both in initial group meetings and in follow-up meetings." Now read more...
How inequality in development opportunities helps explain the gender gap in senior management.
Maria Rachelle's insight:
From the article: "Many studies have shown that the representation of women in the senior ranks has been virtually unchanged for years, despite considerable organizational investment in talent management systems. Because leadership development begins early in careers, could inequality in development opportunities explain the gender gap that also emerges so early?" Read more....
Exerp from the article: "Most developmental psychologists agree that what differentiates leaders is not so much their philosophy of leadership, their personality, or their style of management. Rather, it’s their internal “action logic”—how they interpret their surroundings and react when their power or safety is challenged. Relatively few leaders, however, try to understand their own action logic, and fewer still have explored the possibility of changing it."