r more likely than were men to be proud of their spouse's success. None of the women included in the sample were resentful of their spouse's success, while 23 percent of the men resented their spouse's success. Such resentment leads to increased levels of anxiety for the women affected. Such problems became particularly acute, when women advanced to higher level organizational positions than those held by their spouses. The survey also indicated that women were far more supportive of their spouses with respect to spousal organizational roles than was true of men with respect to their spouses. Women also fared badly in comparison with men in having their ideas adopted by the organization.
Women in all fields continue to be beset by their conflicting responsibilities as mothers and as workers outside of the home. All too few organizations make significant efforts to accommodate such responsibility conflicts by providing or supporting maternity leave and child day care.
Too few women are given the opportunity to demonstrate what they can contribute. Women tend to be the first to face staff cutbacks when budget problems occur. Male staff members tend to be skeptical about the abilities of female staff members. To really find out what women can contribute, the prejudices must be swept away to give them a change.
Tharenou, Latimer, and Conroy tested models of situational and individual influences on advancement within Australian organizations for both men and women. The authors presented in the article the findings of a literature review relevant to the determinants of managerial advancement within organizations. The authors reported that relatively recently comprehensive theories of advancement have been developed for women. Within this context, the authors mused that such theories also might be useful in relation to men as no comprehensive theories of advancement have been developed for men.
The authors also revie...