It is not uncommon for high‐level managers appointed from outside organizations to fail in their new assignments. This failure in taking charge, while common, has received little research attention. The taking‐charge process has been characterized by five phases: taking hold, immersion,...

It is not uncommon for high‐level managers appointed from outside organizations to fail in their new assignments. This failure in taking charge, while common, has received little research attention. The taking‐charge process has been characterized by five phases: Taking Hold, Immersion,...

Examines the relationship of employment gaps to measures of work outcomes and emotional wellbeing. Data were collected from a diverse sample of 792 managerial and professional women using questionnaires completed anonymously. Managerial women with more employment gaps were older, more likely...

Examines benefits of mentoring relationships in organizations from the perspective of mentors. A model which included personal and situational antecedents of mentoring, as well as personal and organizational consequences of mentoring was developed, based on previous research findings. Data were...

Examines managerial and professional women′s participation in a variety of education, training and development activities and the usefulness and impact of such activities. Managerial women rated developmental relationships (sponsors, mentors) most useful, though these activities were not...

An overview is provided of the mentoring process and why it can be crucial to the success of women managers. Also explored are some of the reasons why it is more difficult for women to find mentors than for men, and a frank look is taken at the problems of cross‐sex mentoring. In conclusion an...