Gender Imbalance in Public Sector Leadership

The authors explore the complex, gendered puzzle and careers behind women's underrepresentation in public-sector organizational leadership.

Leisha DeHart-Davis (Author), Deneen Hatmaker (Author), Kimberly L. Nelson (Author), Sanjay K. Pandey (Author), Sheela Pandey (Author), Amy E. Smith (Author)

9781108708081, Cambridge University Press

Paperback / softback, published 30 July 2020

75 pages
15 x 23 x 0.5 cm, 0.13 kg

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.

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 ?talo-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.

Subject Areas: Office & workplace [KJW], Non-profitmaking organizations [KJVX], Public ownership / nationalization [KJVN], Ownership & organization of enterprises [KJV], Organizational theory & behaviour [KJU], Gender studies: women [JFSJ1], Gender studies, gender groups [JFSJ], Social groups [JFS]