Abstract
Werhane focusses on reconsideration of gender character stereotypes and, in particular, on women in management and leadership, and how women deal resourcefully with the complexity of a systems approach. She tackles an analysis of women leaders, an approach that may be considered somewhat controversial in light of her neglect of gender characteristics in earlier writings. Here Werhane argues that women in executive or managerial positions are more likely to be flexible. Women in such roles are usually inclined to be collaborative rather than directive and are better at understanding the complex relationships that develop, particularly in a global economy. Women are less fearful to hire their successors, and as transformational leaders, women are often better than their male counterparts in systems thinking.
Original publication: Werhane, Patricia H. “Women Leaders in a Globalized World.” Journal of Business Ethics 74 (2007): 425–435. ©2007 Reprinted with permission.
Werhane, Patricia H. “Women Leaders in a Globalized World.” Journal of Business Ethics 74 (2007): 425–435. ©2007 Reprinted with permission.
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Notes
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Shell Oil had to withdraw from its drilling operations in the Ogoni region of Nigeria because of endless unrest in the region including sabotaging of pipelines. Shell claimed to have invested $100 million in environmental projects to little avail (Newburry and Gladwin, 2002, pp. 522–540).
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Werhane, P.H. (2019). Women Leaders in a Globalized World. In: Bevan, D.J., Wolfe, R.W., Werhane, P.H. (eds) Systems Thinking and Moral Imagination. Issues in Business Ethics(), vol 48. Springer, Cham. https://doi.org/10.1007/978-3-319-89797-4_13
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