The head of HR at a FTSE 100 company had supported the formation by some of the group’s senior female executives of a “women’s network”. He could scarcely have done otherwise. The CEO was in favor for one thing and for another, the HR director knew these women. He liked and respected them and it was clear from his conversations with them when they proposed the network that they would have got together anyway if the company had withheld its approval or refused to provide administrative support and a modest budget for expenses.
KeywordsGender Issue Middle Manager Coaching Session Gender Imbalance Female Colleague
Unable to display preview. Download preview PDF.
- 1.Complexity and Creativity in Organizations, Ralph D. Stacey, Berrett-Koehler, 1996.Google Scholar
- 2.Fairness for all: A New Commission for Equality and Human Rights, DTI Cm 6185, May 2004.Google Scholar
- 3.Off-Ramps and On-Ramps. Keeping Talented Women on the Road to Success, Sylvia Ann Hewlett and Carolyn Buck Luce, Harvard Business Review, March 2005.Google Scholar
- 5.Kaleidoscope careers: An alternate explanation for the “opt-out” revolution, Lisa A. Mainiero and Sherry E. Sullivan, Academy of Management Executive, 2005.Google Scholar
- 6.Girlfriends in High Places, H. McCarthy, Demos, 2004.Google Scholar