Gender Imbalance in Public Sector Leadership

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Leisha DeHart-Davis (University of North Carolina, Chapel Hill) Deneen Hatmaker (University of Connecticut)

Gender Imbalance in Public Sector Leadership

Leisha DeHart-Davis (University of North Carolina, Chapel Hill), Deneen Hatmaker (University of Connecticut), Kimberly L. Nelson (University of North Carolina, Chapel Hill) , Sanjay K. Pandey (George Washington University, Washington DC)

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English

Cambridge University Press
30 July 2020

Organisational theory & behaviour; Ownership & organisation of enterprises; Public ownership & nationalisation; Non-profitmaking organisations; Office & workplace

Series: Elements in Public and Nonprofit Administration

Women are still underrepresented as public-sector organizational leaders, despite comprising half of the United States public-sector workforce. To explore the factors driving gender imbalance, this Element employs a problem-driven approach to examine gender imbalance in local government management. We use multiple methods, inductive and deductive research, and different theoretical frames for exploring why so few women are city or county managers. Our interviews, resume analysis and secondary data analysis suggesting that women in local government management face a complex puzzle of gendered experiences, career paths and appointment circumstances that lend insights into gender imbalanced leadership in this domain.

By: Leisha DeHart-Davis (University of North Carolina Chapel Hill), Deneen Hatmaker (University of Connecticut), Kimberly L. Nelson (University of North Carolina, Chapel Hill), Sanjay K. Pandey (George Washington University, Washington DC), Sheela Pandey
Imprint: Cambridge University Press
Country of Publication: United Kingdom
Dimensions: Height: 150mm, Width: 230mm, Spine: 5mm
Weight: 130g
ISBN: 9781108708081
ISBN 10: 1108708080
Series: Elements in Public and Nonprofit Administration
Pages: 82
Publication Date: 30 July 2020
Audience: Professional and scholarly , Undergraduate
Format: Paperback
Publisher's Status: Active

Introduction; 1. Crisis in Italy, opportunity in South America: theatrical economies at the turn of the twentieth century; 2. Mocchi in South America: the Sociedad Teatral ĺtalo-Argentina; 3. Mocchi in Italy: the early years of the Società Teatrale Internazionale; 4. Becoming the 'Buffalo Bill of Italian impresarios': Mocchi and La Teatral; 5. Mocchi and World War I: new challenges, new cooperations; 6. New initiatives, new controversies: Mocchi in the 1920s and 1930s; Epilogue.