• Medientyp: E-Book
  • Titel: Inclusion and Influence : Patterns of Power and Social Influence Employed by Female Board Members
  • Beteiligte: Steel, Arabella [Verfasser:in]; Earl, Joanne [Verfasser:in]
  • Erschienen: [S.l.]: SSRN, [2023]
  • Umfang: 1 Online-Ressource (103 p)
  • Sprache: Englisch
  • DOI: 10.2139/ssrn.4408964
  • Identifikator:
  • Schlagwörter: diversity ; inclusion ; leadership ; women ; gender
  • Entstehung:
  • Anmerkungen: Nach Informationen von SSRN wurde die ursprüngliche Fassung des Dokuments April 4, 2023 erstellt
  • Beschreibung: Significant improvements in board gender diversity have been achieved. Nevertheless, current global trends indicate gender equity progress is waning (Deloitte, 2022). Growing backlash against workplace diversity and inclusion programs, politicisation of equity initiatives, and stagnant female directorship growth suggest approaches to diversity and inclusion warrant tactical reappraisal. This study of female Non-Executive Directors (N = 68) is the first to explore the motivators of female board members, and their approaches to power and social influence for inclusion in the boardroom. Our research integrated McClelland’s (1987) Human Motivation Theory, with an adapted French and Raven’s (1959) Bases of Power as a theoretical foundation for exploratory research. Each director provided demographic information and participated in one semi-structured interview with survey consisting of three motivation measures and one grit measure. Narrative analysis indicated support for the proposed “Hybrid” approach to French and Raven’s (1959) Bases of Power, drawn from Informal power plus power base Legitimacy. Directors adopting this power compound were significantly more likely to be appointed to paid, listed and unlisted boards. Demographically, non-executive directors who had worked in male dominated industries were significantly more likely to be on paid boards. International professional experience and completing an Australian Institute of Governance (AICD) course were significant predictors of attaining paid and ASX listed board positions. Measure results indicated a population high in Grit, Need for Achievement and Socialised Need for Power. These findings, when utilised in conjunction with existing theoretical foundations indicated preliminary support for a proposed power and influence model, relevant to future research on power, influence, and motivation and future leadership development and diversity and inclusion research initiatives
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