Adler, N.; Izraeli, D.N., (1988), Women in management worldwide. Armonk, NY: M.E. Sharpe, Inc.
Hoover's Online Business Profiles, at http://www.hoovers.com
Trompenaars, F,; Hampden-Turner, C. (1996), Riding the waves of culture: Understanding cultural diversity in global business, New York: McGraw-Hill.
Moshavi, S. (1998, May 25), Why Women fly the corp, Business Week, 14.
Gibson (1995) discovered that women managers, as perceived by male executives interviewed in four countries are supposed to be "cooperative, supportive, gentle, and to provide service to others. They are to derive satisfaction and self-esteem from helping others while men had to appear to be competitive, strong, tough, decisive, and in control, women have been allowed to be cooperative, emotional, supportive, and vulnerable. This may explain why women today are more likely to be interactive leaders" (Gibson, 1995, 258). In the short term, we can assume that both Delta and Air France will continue to be supportive of the idea that women should be treated as equals in the workplace, but that the definition of the workplace does not extend to the boardroom, or the senior management suites.
ecutive Editor of Air France Madame, a twice-monthly in-flight magazine targeted at the upscale woman traveler. According to the company's web site, "The new concept is aimed at the globe-trotting businesswoman. Her profile has been defined as a professional woman aged between 35 and 40. She is energetic, demanding and inquisitive, and is a frequent traveler." As Harris and Moran point out "Management is primarily concerned about structures, resources and prioritization. Men and women managers may approach these concerns with unique perspectives, and differ in the way they deal with each" (Harris & Moran, 1