Jamie Gloor
Thumbnail Image
Title
Prof. PhD
Last Name
Gloor
First name
Jamie
Email
jamie.gloor@unisg.ch
ORCID

Filters

2
5
Reset filters

Settings
Now showing 1 - 5 of 5
No Thumbnail Available
Publication

Women in academic publishing: Descriptive trends from authors to editors across 33 years of management science

2024 , Brooke Gazdag , Jamie Gloor , Cecile Emery , Sebastian Andreas Tideman , Eugenia Bajet Mestre

Traditionally, leadership scholars often study snapshots of leaders in organizations. However, academic publishing offers a unique, more controlled context to study leadership with implications for leadership scholars and scholarship. Hence, we present a descriptive overview of women’s representation across 33 years in 11 top management journals across levels of leaders in academic publishing (i.e., editors, associate editors, and editorial board members) and authors. To do so, we curated an archival dataset tracking women’s representation over time and across these four levels (i.e., 21,510 authors and 4,173 leaders) with 51,360 data entries for the authors and 320,545 for the leaders. Overall, women’s representation increased over time, which was explained by simple time trend effects. Only 32 of 135 editors were women (i.e., 23.7 %), and the share of women associate editors showed particularly drastic fluctuations. We did not observe a “leaky pipeline” except from the associate editor to editor step, as well as notable fluctuations—particularly after new editor appointments—and between journals. We discuss the influential roles editors and publishers have on women’s representation in academic publishing and science more broadly as well as implications for future research and policy.

View
No Thumbnail Available
Publication

Motherhood skills are leadership skills: Promoting family-to-work enrichment to get the promotion

2022-07-15 , Junker, Nina , Gloor, Jamie , Bajet Mestre, Eugenia , Hernandez Bark, Alina

View
No Thumbnail Available
Publication

A playful path to more professional equity? Networking across diversity via sport

2024-08 , Jamie Gloor , Eugenia Bajet Mestre , Huong Pham , Mihwa Seong , Isabelle Engeler , Raina Brands

Leaders develop via all domains of their lives. Yet, leaders’ sports involvement has been largely overlooked despite its theoretical and practical relevance, particularly for social development. Moreover, the limited research on the downstream social consequences of leaders’ sports involvement reveals different effects for men and women leaders—even opposing effects for the latter. Thus, we integrate social cognitive theory from developmental psychology to make sense of these contradictory findings. We theorize that sports contexts facilitate women’s networking with higher-status (male) leaders through its playfulness (i.e., leisurely, spontaneous, and socially interactive). An archival study of 644 leaders’ Twitter/X posts shows that sports generate more engagement—especially men interacting with women leaders’ sports posts (Study 1). A qualitative study with 58 leaders suggests sports’ playfulness facilitates these interactions as well as networking, results that we also quantitatively validated using ChatGPT (Study 2). Two recall experiments (Ntotal = 1,076) showed women leaders’ networking in sports (vs. traditional) contexts was more playful, and more playful sports contexts facilitated women (vs. men) leaders’ networking across gender and status differences (Pilot Study, Study 3). Our results show that more playful sports contexts facilitate women leaders’ successful networking across gender and status diversity—an innovation helping to level the playing field of gendered social capital development and future leadership inequalities in organizations. These results advance our understanding of conventional ways of networking as not always strategic and planned while also adding to diversity research by showing that sports—often framed as exclusionary—can also be inclusive.

View
No Thumbnail Available
Publication

We Can’t Fight Climate Change Without Fighting for Gender Equity

2022-07-26 , Gloor, Jamie , Bajet Mestre, Eugenia , Corinne, Post , Ruigrok, Winfried

Gender equity and environmental sustainability may seem like unrelated issues, but research shows that they are in fact closely intertwined. Women and other underserved groups are disproportionately impacted by the global climate crisis, but they are also uniquely positioned to lead the fight for sustainability. In this piece, the authors offer six strategies to help business and political leaders empower women and address environmental challenges through an intersectional approach to sustainability. Ultimately, they argue that to tackle climate change (as well as the myriad other sustainability challenges that face today’s organizations), leaders must acknowledge the complexity and interconnectedness of these issues — and work to develop integrated solutions that will improve them all.

View
No Thumbnail Available
Publication

Advancing Gender Equity and Diversity in the Workplace: The Role of Allyship and Leadership

2023 , Lyubykh, Zhanna , Eugenia Bajet Mestre , Gloor, Jamie , Mercer, Danielle , Megan Marie Walsh , Agnihotri, Nikita , Jasmien Khattab , Yang Yongkang , Li Jia , Anne Nederveen Pieterse , Natalya Alonso , Nick Turner , Cara-lynn Scheuer , Megan Marie Walsh , Catherine Loughlin , Shasanka Chalise

Addressing inequity is a pressing societal concern. For example, numerous studies have provided consistent evidence for gender inequities as well as barriers and adverse workplace experiences women face. In this symposium, we aim to shed light on factors that can help accelerate social progress in the domain of gender and leadership. The papers in this symposium showcase how leaders can effectively facilitate women’s leadership advancement (Bajet Mestre & Gloor; Lyubykh, Alonso, & Turner) and help manage team diversity (Yang, Li, van Knippenberg, & Pieterse), offer a psychometrically robust scale to measure leader allyship (Mercer et al.), and explore how female leaders navigate tensions between gender expectations and leadership expectations (Khattab & Hentschel). We will conclude with a discussion (Hideg) to suggest directions for future research a well as takeaways for leaders, organizations, and policymakers.

View