Gender imbalance in public sector leadership
Author(s)
Bibliographic Information
Gender imbalance in public sector leadership
（Cambridge elements, . Elements in public and nonprofit administration / edited by Andrew Whitford,
Cambridge University Press, 2020
- : pbk
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Note
Other authors: Deneen Hatmaker, Kimberly L. Nelson, Sanjay K. Pandey, Sheela Pandey, Amy E. Smith
"PMRA, public management research association"--Cover
Includes bibliographical references (p. [61]-74)
Description and Table of Contents
Description
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.
Table of Contents
- 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 ltalo-Argentina
- 3. Mocchi in Italy: the early years of the Societa 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.
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