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Executive Coaching and Empowerment for Women

In: Changing Female Identities

Author

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  • Alicia E. Kaufmann

    (Alcalá University
    Benjamin Franklin Institute of American Studies)

Abstract

In this chapter we intend to broaden our enquiry to include women’s power in organizations. We are also going to consider the weak aspects in their leadership roles which will need support in the executive coaching process. Moving away from the data we have previously collected from Spain, we will glance at women in senior management in other parts of the world, and to this end we include some studies developed by Claire Huffington.1 Her findings reveal a vivid picture of changing cultures in organizations, the new demands on highly-placed women and the ways in which they are meeting them. For the most part she is illuminating a ‘marginal position’, due mainly to two facts: in the first place, there are very few women at the top, and second they have a particular sensitivity towards organizational change. They are concentrated mainly in the ‘protective function of leadership’ (similar to their mothers’ role, taking care of other dependents).

Suggested Citation

  • Alicia E. Kaufmann, 2011. "Executive Coaching and Empowerment for Women," Palgrave Macmillan Books, in: Changing Female Identities, chapter 4, pages 96-116, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-34858-5_5
    DOI: 10.1057/9780230348585_5
    as

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