Gender Pay Differences in Senior Management of Charities

In this study we draw on a series of in-depth interviews with chief executives of some of South Africaâ€™s most prominent businesses, to investigate how their careers unfolded as they rose to the top of their organisations.Twenty-seven CEOs of South Africaâ€™s top companies were interviewed. Eleven of these companies are listed among the top 50 South African companies.We trace the evolution of leadership, from its embryonic beginnings in childhood and adolescence, through the different stages of a developing career to the crucial transformation of an operational mindset into a strategic one.We examine the circumstances that led to these CEOs being appointed and describe the difficulties of transitioning from a senior management role into that of chief executive. We look at the competencies and experience necessary to be effective as the leader of an organisation, as well as the role played by motivation and self-belief. Finally, we identify the unique leadership challenges faced by chief executives in South Africa and pass on their advice to the countryâ€™s next generation of leaders.

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Bookkeeper-Controller-CFO: The Rise of the Chief Financial and Chief Accounting Officer

Accounting Historians Journal ◽

10.2308/aahj-52538 ◽

2019 ◽

Vol 46 (2) ◽

pp. 1-8 ◽

Cited By ~ 1

Author(s):

Michael Doron ◽

C. Richard Baker ◽

Kiren Dosanjh Zucker

Keyword(s):

Corporate Governance ◽

Corporate Finance ◽

20Th Century ◽

Financial Reporting ◽

Legal Liability ◽

Senior Management ◽

Chief Financial Officers ◽

Management Positions ◽

The Impact

ABSTRACT This paper traces the evolution of the chief accounting and chief financial officers from minor figures in corporate governance for most of the 20th century to senior management positions by the late 1970s. The paper begins with the testimony before Congress of Arthur Tucker during the debates over the legislation that would become the 1933 Securities Act. Tucker's testimony resulted in the controller or chief accounting officer being included among those persons specifically listed as potentially liable for fraudulent statements or omissions under Section 11 of the Act. The impact of Tucker's efforts, the evolution of the legal liability of financial and accounting officers over the next several decades, the increasing complexity of corporate finance and financial reporting that led to the establishment of the CFO as a position second only to the CEO, and the place of the accounting officer among senior management, are analyzed in the subsequent sections.

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Come on Over: Analyst/Investor Days as a Disclosure Medium

The Accounting Review ◽

10.2308/accr-51418 ◽

2016 ◽

Vol 91 (6) ◽

pp. 1725-1750 ◽

Cited By ~ 36

Author(s):

Marcus P. Kirk ◽

Stanimir Markov

Keyword(s):

Information Content ◽

Short Duration ◽

Price Impact ◽

Senior Management ◽

Data Availability ◽

Market Participants ◽

Temporal Proximity ◽

Conference Presentations ◽

Close Temporal Proximity ◽

Jel Classifications

ABSTRACT Our study introduces analyst/investor days, a new disclosure medium that allows for private interactions with influential market participants. We also highlight interdependencies in the choice and information content of analyst/investor days and conference presentations, a well-researched disclosure medium that similarly allows for private interactions. Analyst/investor days are less frequent, but with longer duration and greater price impact than conference presentations. They are mostly hosted by firms that already have opportunities to interact with investors at conferences, but whose complex and diverse activities make the short duration and rigid format of a conference presentation an imperfect solution to these firms' information problems. Analyst/investor days and conference presentations tend to occur in different quarters, consistent with their competing for the time and attention of senior management. When these two mediums are scheduled in close temporal proximity to each other, analyst/investor days diminish the information content of conference presentations, but not vice versa, consistent with managers' favoring analyst/investor days over conference presentations as a disclosure medium. JEL Classifications: D82; M41; G11; G12; G14. Data Availability: Data are publicly available from the sources identified in the paper.

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Gender inequality barriers and solutions to senior management positions: perspectives on women in Bahraini banking sector

Journal of Sustainable Finance & Investment ◽

10.1080/20430795.2021.1936441 ◽

2021 ◽

pp. 1-22

Author(s):

Layla Faisal Alhalwachi ◽

Chima Mordi

Keyword(s):

Gender Inequality ◽

Banking Sector ◽

Senior Management ◽

Management Positions

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Minority Participation of the Senior Management of Private U.S. Hospitals

Medical Care Research and Review ◽

10.1177/10775587211016605 ◽

2021 ◽

pp. 107755872110166

Author(s):

Gary Gaumer ◽

Robert Coulam ◽

Rose Desilets

Keyword(s):

United States ◽

Equal Employment Opportunity Commission ◽

Relative Number ◽

The United States ◽

Senior Management ◽

Local Market ◽

Organizational Strategies ◽

Minority Participation ◽

Bachelor's Degrees ◽

Market Factors

This article examines minority participation in hospital senior management and how participation varies across areas in response to demographic and other market influences. We use data from Equal Employment Opportunity Commission, United States from 2008 to 2014 reported by private hospitals in the United States, grouped into 381 metropolitan areas. Analysis shows minority participation is sensitive to some local market factors including total population, share of minorities in the population, relative number of minorities with bachelor’s degrees in the population, and the concentration of local hospital markets. But, unlike markets for other hospital jobs (professionals, middle managers, and other jobs), changes in these factors create only small changes in minority participation for senior managers. Our results demonstrate that minority participation in senior management is not going to improve very much from future increases in minority populations and from educational parity. Public policies and deliberate organizational strategies will be required to make substantial improvements in diversity of senior management.

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Followership: A Classroom Exercise to Introduce the Concept

Management Teaching Review ◽

10.1177/2379298117717468 ◽

2017 ◽

Vol 2 (4) ◽

pp. 281-288 ◽

Cited By ~ 4

Author(s):

Marc Hurwitz

Keyword(s):

Graduate Students ◽

Multicultural Training ◽

Senior Management ◽

Organizational Success ◽

Work Output ◽

Senior Executives ◽

Classroom Activity ◽

Media Messages ◽

Classroom Exercise

Followership is valuable for personal and organizational success, whether success is measured by satisfaction with work, improved team relationships, obtaining promotions, or quality and quantity of work output. Furthermore, senior executives and coaches recognize it as a critical skill. Despite this, creating effective followership training in the classroom is challenging because of media messages that preference leadership, internal schemas held by students that ignore followership, and cultural biases against it. This article presents a memorable kinaesthetic, visual classroom activity that introduces followership in a theory-agnostic way. The exercise begins with students introducing each other as leaders or followers, and then debriefing that activity using the Describe, Analyze, and Evaluate methodology from multicultural training. Over a 10-year period, the exercise has successfully engaged undergraduate and graduate students, MBA candidates, and working professionals from frontline to senior management.

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Strategy and sustainability: a strategic logic for engagement with the environment

Palgrave Communications ◽

10.1057/palcomms.2015.34 ◽

2015 ◽

Vol 1 (1) ◽

Author(s):

Mike Rosenberg

Keyword(s):

Energy Efficiency ◽

Chief Executive Officers ◽

Environmental Performance ◽

Boards Of Directors ◽

Chief Executive ◽

Senior Management ◽

General Lack ◽

Sustainability Reports ◽

Executive Officers ◽

Strategic Logic

Abstract While many firms today routinely publish sustainability reports, work to increase their energy efficiency and market some part of their products or services to customers who are in some way interested in their environmental performance, there still appears to be a general lack of engagement on the issue of the environment from Chief Executive Officers and members of Boards of Directors. Despite years of effort and thousands of scholarly articles, academia has yet to develop a compelling framework with which to engage Senior Management. The article proposes such a framework based on an idea called environmental sensibility and the degree of compliance a firm chooses to pursue.

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