Susan M. Adams

Are Female Executives Over-Represented in Precarious Leadership Positions?

We use a sample of CEO appointments at US corporations over the years 1992–2004 to test the ‘glass cliff’ hypothesis, which posits that females are appointed to leadership positions at firms that are in a precarious financial condition. Our analysis utilizes three measures of stock-price-based financial performance and two distinct control samples of appointments of males to the CEO position. We find that corporate performance preceding CEO appointments tends to favor females, implying that females (males) are appointed to the CEO position largely at times when the firm is in relatively better (worse) financial health. Disaggregating the data by appointments in up versus down markets, at high-risk versus low-risk firms, and by calendar time yield similar conclusions. There appears to be no glass cliff facing female CEOs at US firms. Our findings suggest a need for additional research to identify where and for what types of positions this phenomenon is prevalent.

Gender differences in CEO compensation: evidence from the USA

Purpose – To provide insights into the experience of women aspiring to the CEO position, particularly regarding qualifications and compensation expectations.Design/methodology/approach – The ExecuComp database of executives at 1,500 large US corporations from 1992 to 2004 was used to identify women CEOs and to examine gender differences in compensation of executives over that period. Additional information about the backgrounds of female CEOs was collected from company press releases and regulatory filings.Findings – Women are not as highly compensated as men before becoming CEO but the few who reach the CEO position receive similar compensation as men. While women CEOs are younger on average than men, they have impressive work experience and education.Research limitations/implications – The study covers relatively large US companies that are publicly traded; thus, smaller firms and privately‐held firms are not included.Practical implications – Impressive work experience, usually from within the company, ...

Positive affect and feedback‐giving behavior

Purpose – New models of career management require individuals to harvest as much learning as possible from situations wherever and whenever feedback is possible. The purpose of this study was to investigate the influence of positive affect (liking) on feedback giving behavior since authors have suggested a potential bias but little empirical evidence exists on the topic.Design/methodology/approach – Data were collected from 77 trainer‐trainee dyads in a formal field‐based training program over a 60‐day period. Additionally, critical incidents accounts of career setbacks were collected from MBA students and consulting clients.Findings – Less positive and less specific feedback was reportedly given to liked individuals, compared to disliked individuals, when performance was not attributed to internal causes. Also, an interaction between performance level and affective relationship explained amounts of negative feedback received in low internal attribution group. Less liked trainees received similar amounts ...

COURSE PREPARATION FOR MANAGEMENT CONSULTANTS

The explosive growth of the consulting industry in recent years and the controversy surrounding the quality of the consulting function stresses the needs for a better preparation and training of consultants. This article examines the contribution that academia can provide in furthering the development of consultants at different stages in their careers. The research indicates a scarcity of academic course offerings and a lack of comprehensive coverage of essential course elements such as client-based field projects. A template is provided to address the curricular deficiencies detected in the survey of current course offerings.

Part‐time work: models that work

Part‐time work has been put forward as a solution to the problem of balancing career and family demands. However, there is mounting evidence that most part‐time arrangements do not regularly produce such positive solutions. Looks into the causes of women′s different reactions to part‐time arrangements. Draws from a literature review, case studies of individuals who work part‐time, and case studies of organizations who employ part‐timers. Finds evidence for both negative and positive outcomes resulting from part‐time employment. Analyses the organizational factors which influence negative and positive outcomes. Ends by summarizing the lessons for individual women that can be drawn from the research.

Developing political intelligence for making feasible decisions

Purpose – The purpose of this research is to propose a model for acquiring political intelligence by describing steps for assessing feasibility that can be used to systematically evaluate a situation. The paper also aims to discuss individual and situational biases to acquiring an accurate political feasibility assessment.Design/methodology/approach – A pre‐ and post‐test method was used to compare a sample of novice managers who received training with the feasibility assessment model to experienced, politically savvy managers.Findings – Assessing the political feasibility of a decision is a skill that can be developed to acquire the political intelligence necessary for todays politically‐laden, uncertain competitive environment.Originality/value – Political intelligence is at the heart of avoiding political blunders and conflict in organizations. When time and money are spent promoting decisions that are unlikely to succeed, managers can derail their careers from backing initiatives from a declining dom...

Aspiring and Changing Roles of Technology Leadership: An Exploratory Study

Abstract: A survey and interview study across industries found that technologists aspiring to technology leadership roles spend more time in business than in IT roles and prefer change management over IT roles. These preliminary results support arguments that technology leadership roles, like some in other C-suite positions, are becoming more strategic along with the increasing importance of business and non-technology competencies in CIO careers. Implications of this study for IT leadership careers and companies are discussed.

Academic development for careers in management consulting

Explores the extent to which academic offerings are serving the consulting industry and identifies ways that academia can help. The numbers of management consulting courses, field experiences in consulting and consulting concentrations by graduate business schools were tracked over a three‐year period to assess the current state of offerings. A survey of members of the Academy of Managements Management Consulting Division was conducted to gather perceived developmental needs for career stages and types of consulting. Proposes the potential future of courses in management consulting. Provides suggestions for course offerings to meet developmental needs by career stages of consultants that are currently being overlooked. Offers practical advice to academia to serve the consulting industry better and ideas for the consulting industry to consider in the ongoing development of consultants. Encourages managers who engage consultants to demand better educated consultants. Further research is needed to investigate the developmental needs of internal consultants and the apparent resistance of the consulting industry to turn to academia as a resource.

Gendered Paths to Technology Leadership

Results indicate that more than men, women aspiring technology leaders are heeding expert advice by assuming roles that focus less on technology and more on business and change management. The stereotype that women are better at working with people may be working in their favour in preparing them for advancement.

Proactive Encouragement of Interdisciplinary Research Teams in a Business School Environment: Strategy and Results.

This case study describes efforts to promote collaborative research across traditional boundaries in a business‐oriented university as part of an institutional transformation. We model this activity within the framework of social network analysis and use quantitative tools from that field to characterize resulting impacts.