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The Relationship Between Role Salience, Work-Family Conflict, and Women's Managerial Leadership Practices

Nuosce, Mary B.
http://rave.ohiolink.edu/etdc/view?acc_num=akron1185411945

Abstract Details

2007, Doctor of Philosophy, University of Akron, Counselor Education and Supervision.
This study addressed how role salience and work-family conflict relate to leadership practices for women managers. The sample (N = 197) was comprised of single and married women, ages 22-55, with and without dependent children living at home, holding middle or upper management positions within various for-profit organizations. Forty-four women’s organizations/associations and 50,000 women managers in the U.S. were solicited by email, in addition to distributing printed surveys to Human Resource managers of businesses for distribution to their women managers. The number of years in the workforce and estimation of employer support of family needs were demographic variables that showed statistically significant relationships with leadership practices. The results indicated there were no significant differences in leadership practices between women managers with or without dependent children living at home. Additionally, women managers were able to be differentiated based on their salience for work, family and bother work and family roles. Measured role salience differed from women managers’ expressed role salience. Women managers with a measured role salience for work and both work and family had significantly more Work Interfering with Family (WIF) conflict than managers with a family salient role. There was no significant difference in Family Interfering with Work (FIW) conflict among the women managers with any salient roles. When expressed role salience was considered, there were no significant differences in WIF or FIW conflict. Results of the study indicated that there were no significant differences in the leadership practices of women managers with a role salience for work, family, and both work and family. Women managers identified as having WIF conflict did not significantly engage in more leadership practices than those identified as having FIW conflict. Recommendations for future research and for practice are also provided.
Cynthia Reynolds (Advisor)
155 p.
Women managers; Working mothers; Working women; Leadership; Role salience; Work-family conflict; Leadership Practices Inventory; Role Salience Inventory

Recommended Citations

Citations

  • Nuosce, M. B. (2007). The Relationship Between Role Salience, Work-Family Conflict, and Women's Managerial Leadership Practices [Doctoral dissertation, University of Akron]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=akron1185411945

    APA Style (7th edition)

  • Nuosce, Mary. The Relationship Between Role Salience, Work-Family Conflict, and Women's Managerial Leadership Practices. 2007. University of Akron, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=akron1185411945.

    MLA Style (8th edition)

  • Nuosce, Mary. "The Relationship Between Role Salience, Work-Family Conflict, and Women's Managerial Leadership Practices." Doctoral dissertation, University of Akron, 2007. http://rave.ohiolink.edu/etdc/view?acc_num=akron1185411945

    Chicago Manual of Style (17th edition)

akron1185411945
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© 2007, all rights reserved.
This open access ETD is published by University of Akron and OhioLINK.