Women mayors say what it takes to lead: Setting theory against lived experience

Women in Management Review

Volumn 15, Issue , 2000, Pages 246-252

  Tremaine, Marianne ^a  

^a MASSEY UNIVERSITY   (New Zealand)

Author keywords

Leadership; Local government; Transformational

Indexed keywords

EID: 84986145243     PISSN: 09649425     EISSN: None     Source Type: Journal    
DOI: 10.1108/09649420010372869     Document Type: Article

References (10)

1. Burns, J.M. (1978), Leadership, Harper and Row, New York, NY.
2. Drage, J. (1997), Weaving a New Pattern, Women Political Leaders in Local Government, Research Monograph No. 6, Local Government New Zealand, Wellington.
3. Drage, J. (1999), “The 1998 Local Government Elections – how did women fare?”, Women Talking Politics, Winter, New Series No. 1, pp. 7-10.
4. Hambleton, R. (1998), Local Government Political Management Arrangements: An International Perspective, The Scottish Office Central Research Unit, Edinburgh.
5. Maddock, S. (1999), Challenging Women, Sage Publishing, London.
6. Mintzberg, H. (1980), The Nature of Managerial Work, 2nd ed., Prentice-Hall Inc., Englewood Cliffs, NJ.
7. Rosener, J.B. (1990), “Ways women lead”, Harvard Business Review, November-December, pp. 119-25.
8. Sinclair, A. (1999), Doing Leadership Differently, 2nd ed., Melbourne University Press, Melbourne.
9. Tremaine, M. (2000), “Don't dream it's over: once the campaign's won, then the battle begins”, Women Talking Politics, Summer, new Issue 2, pp. 9-11.
10. Wilson, F. (1995), Organisational Behaviour and Gender, McGraw-Hill, London.