The Icelandic Female Council Manager
The importance of local authorities in modern states continues to grow regarding service delivery and policy-making. As the role of local authorities has grown, so has the prestige and importance of the top manager positions at the local level. Traditionally, women’s advancement into these top-echelon positions has been much slower than into positions at the lower levels of local government. So how and when do women get hired into these positions? Is their career advancement similar to that of their male peers, or are there notable differences between the sexes? And are women really only hired as change agents during times of crisis? The author provides answers to these questions and more by focusing on the career advancement of Icelandic female council managers. The book draws from both comparative resources and a single case study on Iceland and provides comprehensive information on the recruitment of women into the position of council manager from the perspective of local government studies, organizational studies and gender studies. The book will help scholars, students and practitioners interested in exploring the subtle hindrances facing women’s advancement into top-echelon positions in organizations.
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- New York, Bern, Berlin, Bruxelles, Oxford, Wien, 2020. XII, 140 pp., 1 b/w ill., 4 tables
- About the author
- About the book
- This eBook can be cited
- TABLE OF CONTENTS
- List of Tables and Figure
- The Council-Manager Form of Government
- Different Types of Local Government Chief Executives in Iceland
- Lost in Translation
- Analytical Framework
- Organization of the Book
- Chapter 1 Theoretical Framework
- Leadership in Local Government Administration
- Theorizing Gender in Local Administration
- Chapter 2 The Council-Manager Position in Comparison
- New Zealand
- Chapter 3 The Icelandic Local Government System
- Horizontal Power Division in Icelandic Local Government
- The Icelandic Local Government Chief Executive
- Chapter 4 The Recruitment Process of a Council Manager
- Finding the Best Person for the Job
- “Preferred but not necessary” Qualifications for a Council-Manager Position
- Who Gets Hired through Job Postings?
- Chapter 5 The Profile of Icelandic Council Managers
- Tenure and Turnover
- Prior Experience
- Educational Background
- Political Affiliation
- Local Connection
- Chapter 6 Think Female—Think Change
- Does It Take a Woman to Hire a Woman?
- Who Hires a Female Council Manager?
- Recruitment in Times of Crisis
- Recruiting in the Best of Times
- Chapter 7 The Icelandic Council Manager—a Classification
- Method of Classification
- The Icelandic Council-Manager Continuum
- The Politically Affiliated Council Manager
- The Strategic Council Manager
- The Council Manager as an Active Administrator
- The Council Manager as a Reluctant Participant
- The Council Manager as a Neutral Administrator
- The Council-Manager Continuum Explained
- Gender and the Council-Manager Continuum
- Chapter 8 The Case of Iceland: Lessons Learned
- Merit in Making
- The Choice of Women
- The [Not So] Very Special Case of Iceland
- Data Sources
- Article 54 and 55 of the Local Government, Act no. 138/2011
- Series Page
Library of Congress Cataloging-in-Publication Data
Names: Eva Marín Hlynsdóttir, author.
Title: Gender in organizations: the Icelandic female council manager/
Eva Marín Hlynsdóttir.
Description: New York: Peter Lang, 2020.
Includes bibliographical references and index.
Identifiers: LCCN 2019052566 | ISBN 978-1-4331-7729-3 (hardback: alk. paper)
ISBN 978-1-4331-7726-2 (ebook pdf)
ISBN 978-1-4331-7727-9 (epub) | ISBN 978-1-4331-7728-6 (mobi)
Subjects: LCSH: Local government—Iceland. | Women city council
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