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Women-dedicated leadership programs as one of more effective methods of developing women leaders : current status and future vision in companies in Poland
Edukacja Ekonomistów i Menedżerów : problemy, innowacje, projekty, 2014, nr 3 (33), s. 83-97, rys., tab. bibliogr. poz. 16
Education of Economists and Managers : problems, innovations, projects
Słowa kluczowe
Kobieta w biznesie, Przywództwo
Women in business, Leadership
This paper considers the important role of developmental programs designed and run specifically for women, not as the only training offer recommended for them but as an addition to other leadership courses. The author examines first companies engagement in the idea of promoting women leadership and their strategies of achieving tangible effects in this matter. Based on a survey, the author checks whether female employees in Poland are provided with women-dedicated leadership programs and whether the newest scientific findings on the benefits of women-dedicated programs are considered by companies when they plan development paths for women-employees. At the end the author inves- tigates on attractiveness of the idea of women-dedicated leadership programs for female employees in Poland and what kind of benefits they would expect from participating in such programs. (original abstract)
Dostępne w
Biblioteka Główna Uniwersytetu Ekonomicznego w Krakowie
Biblioteka Szkoły Głównej Handlowej w Warszawie
Biblioteka Główna Uniwersytetu Ekonomicznego w Katowicach
Biblioteka Główna Uniwersytetu Ekonomicznego w Poznaniu
Biblioteka Główna Uniwersytetu Ekonomicznego we Wrocławiu
Pełny tekst
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  2. Bass, M., (1990), From Transactional to Transformational Leadership, "Organizational Dynamics", Winter, pp. 19-31.
  3. Cala´S, M. B., Smircich, L., (1995), From ''The Woman's'' Point of View: Feminist Approaches to Organization Studies, [W:], S. R. Clegg, C. Hardy, W. Nord, Red., Handbook of Organization Studies, pp. 218-257, London: Sage.
  4. Dickey, CH., (2013), Newsweek Global, Why Women Can Save Europe, (1/18), pp.3-5.
  5. Fitzpatrick, A., (2012), What is needed for women to achieve top leadership roles, "Human Resources Magazine", Human Resources Institute of New Zealand, June-July, p. 15.
  6. Harvey, J. C., Katz, C., (1983), If I'm So Successful, Why Do I Feel Like a Fake?: The Impostor Phenomenon, New York: St Martins Press.
  7. Pozyskiwanie i utrzymywanie talentów w organizacji. Twoje wyzwania. Access from:
  8. Hopkins, M. M., O'Neil, D., Passarelli, A., Bilimoria, D., (2008), Women's leadership development: Strategic practices for women in organizations, "Consulting Psychology Journal: Practice and Research", 60, pp. 348-365.
  9. Limerick, B., Heywood, E., (1993), Training for women in management: The Australian context, "Women in Management Review", 8, pp. 23-30.
  10. Maher, K., (1997), Gender-related stereotypes of transformational and transactional leadership, "A Journal of research", pp. 12-15.
  11. Psychogios, A. G., (2007), Towards the Transformational Leader: Addressing Women's Leadership Style in Modern Business Management, "Journal of business and society", 20, p. 175.
  12. Smith, D., (2005), Women in Business. College of Business Administration, New York: Fordham University.
  13. Tanton, M., (1992), Developing authenticity in management development programs, "Women in Management Review", 7, pp. 20-27.
  14. Vinnicombe, S., Singh, V., (2003), Women-only management training: An essential part of women's leadership development, "Journal of Change Management", 3, pp. 300-304.
  15. York, P., (1998), The gender agenda. Management Today, October, pp. 56-53. Women Matter: Female leadership, competitive edge for the future. McKinsey, 2008, p. 6.
  16. Women Matter: Women at the top of corporations, making it happen, McKinsey, 2010, pp. 7-12.
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