When Women Lead: Integrative Leadership in State Legislatures

By Cindy Simon Rosenthal | Go to book overview

Notes

Chapter 1
1.
Lois R. Shea, "Donna Sytek, Now Madam Speaker, Is Seen by Her Colleagues as a Consensus Builder Who Does Homework," Boston Globe, December 15, 1996 ( New Hampshire weekly section), 1.
2.
Donna Sytek, telephone interview, July 1, 1997, Concord, N.H.
3.
Richard Fenno, Home Style ( New York: HarperCollins Publishers, 1978).
4.
Donna Sytek, personal interview, July 27, 1996, St. Louis, MO.
5.
Sytek, telephone interview, July 1, 1997.
6.
Ibid.
7.
James MacGregor Burns, Leadership ( New York: Harper & Row, 1978), 434-435.
8.
Georgia Duerst-Lahti and Rita Mae Kelly, eds., Gender Power, Leadership and Governance ( Ann Arbor: University of Michigan Press, 1995), 32.
9.
An emerging field of feminist research focuses on gendered organizations or institutions. See, for example, Joan Acker, "Hierarchies, Jobs, Bodies: A Theory of Gendered Organizations," Gender & Society 4( 2) ( June 1990): 139-158; Sally J. Kenney, "New Research on Gendered Political Institutions," Political Research Quarterly 49( 2) ( June 1996): 445-466; Silvia Gherardi, "The Gender We Think, the Gender We Do in Our Everyday Organizational Lives," Human Relations 47( 6) ( June 1994): 591- 610.
10.
Joan Acker, "Gendered Institutions: From Sex Roles to Gendered Institutions," Contemporary Sociology 21 ( 1992): 565-569, as quoted in Sally Kenney, "New Research on Gendered Political Institutions,"446.
11.
I must acknowledge my indebtedness to James G. March and Johan P. Olsen, Rediscovering Institutions: the Organizational Basis of Politics ( New York: Free Press, 1989), for the terms "integrative" and "aggregative" to describe two institutionally embedded ideologies. I elaborate on these two concepts in chapter 2 (this volume).
12.
Burns, Leadership, 344.
13.
See, for example, Alice H. Eagly and Blair T. Johnson, "Gender and Leadership Style: A Meta-Analysis," Psychological Bulletin 108( 2) ( September 1990): 233-256; Judy B. Rosener, "Ways Women Lead," Harvard Business Review 68 (November/ December 1990): 119-125; Margaret Hennig and A. Jardim, The Managerial Woman ( New

-181-

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When Women Lead: Integrative Leadership in State Legislatures
Table of contents

Table of contents

  • Title Page iii
  • Tojim v
  • Preface vii
  • Acknowledgments ix
  • Contents xi
  • List of Figures and Tables xiii
  • 1 3
  • 2 - Gender, Leadership, and Legislatures: Theoretical Roots 18
  • Conclusion 31
  • 3 - The Origins of Different Committee Styles 32
  • Conclusion 51
  • 4 - The Components of Integrative Leadership: Motivation, Behavior, and Style 54
  • Conclusion 75
  • 5 - The Constraints of Place on Leadership 77
  • Conclusion 94
  • 6 - Oklahoma: Leadership in No-Woman's Land 96
  • Conclusion 115
  • 7 - Ohio: Gender Power in a Time of Leadership Transition 117
  • Conclusion 135
  • 8 - Colorado: Defining the Standards of Leadership 137
  • Conclusion 158
  • 9 - A Vision of Integrative Leadership 159
  • Appendix: Methodology 168
  • Notes 181
  • References 219
  • Index 233
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