A 1983 study of managers in a large Canadian corporation found that women were only 80 percent as likely as their male colleagues to be promoted. The influence of gender on a manager's chances of promotion was found to be sizeable even when career-related factors were held constant. (JOW)

Presents evidence of discrimination against women in promotion to partnership in major U.S. law firms in 1969-73 and 1980. Findings indicate that women were about one-half as likely as men to achieve partnership even though they did not significantly differ from men in academic distinction, law school rank, or productivity. (Author/JOW)

Research findings indicate that the percentage of women in their originating occupation positively affects men's chances of promotion. Blacks are less likely than whites to be promoted. The percentage of women and blacks in their originating occupation significantly decreased women's promotional chances. Black men and women and white women wait…

Repertory grid interviews with male and female managers in four organizations identified expectations of management characteristics and behavior. In three of the four, women faced serious difficulties with career paths. Organizational culture appeared to be gendered in that deep-seated assumptions constrained women's careers. (SK)

The English legal profession is male-dominated and sex-typed. Women experience inequalities at points of entry and in professional practice. Though overt discrimination is not typical, women lawyers find their careers and choices are shaped and channeled in particular ways on account of their gender. (Author/SK)

Documents the salary and promotional inequities between women and men in working class, academic, governmental, and professional (law, medicine, and scientific research) jobs. Calls for more affirmative action programs and argues that professional women will be able to fight for equal rights for all classes of working women. (GC)

Examines the relationship between occupational mobility and career advancement among male and female librarians, and indicates that neither frequency of job changes nor the motivations that prompt them can be responsible for the position and salary gap between the sexes. (FM)

Concludes that the female teacher who is willing to compete for promotions on the basis of her professional qualifications and productivity record does not have to feel she is at a disadvantage. (Author/RB)

Describes strategies used over the past decade to address inequities between women and men in the areas of salary, promotions, and participation in faculty affairs and governance at Arizona State University. (GC)

Describes an investigation of sex discrimination at a large American corporation. The investigation found that although fewer women than men were promoted, this was due to greater interest in promotion expressed by men, rather than to discrimination by the company. Argues against criteria applied by federal agencies to prove discrimination. (GC)

The role of the administrator of physical education and athletics must be one of grouping faculty and coaches on the basis of training, ability, industry, and talent, rather than sex. (MJB)

Data from a variety of sources are presented to identify and outline issues associated with the recruitment, retention, and progress of women psychologists in their careers in academe. Women earned approximately two-thirds of the 1997 doctorates in psychology, and today they make up about 4 in 10 of the full-time psychology faculty in a four-year…

Examines the extent of gender differences in the incidence of and returns to promotions. Concludes that the returns to promotion are comparable for men and women, but that women are held to higher promotion standards than men and therefore receive fewer promotions than men with equal measured abilities. (NRJ)

All five female headteachers in secondary schools in an English county had experienced both overt discrimination and more subtle sexism. They avoided gender-stereotyped roles at work, did not have major domestic responsibilities, and had not taken extended career breaks for children. As children, they knew their parents had high educational…

Being judged both as women and managers, women managers risk being perceived as ineffective managers or "unwomanly" women. The key to changing perceptions of women in organizations is a critical mass of women at senior levels, redefining management along less gender-specific lines. (SK)