The military is falling short in providing equal health care for women on the battlefield even as public pressure grows to allow them a broader role in combat, an Army task force led by female officers concluded.
"The health issues and uniform issues are areas that if we are going to be expanding the role of women (in combat), or even maintaining the current role, we need to do a better job at, so that women are equally served," says Army Col. Anne Naclerio, a pediatrician who leads the task force.
None of the health problems outlined in the report would bar women from serving in combat but instead create unnecessary physical discomfort, Naclerio says. The Army treated about 450 women for urinary tract infections in Afghanistan last year, according service data.
Basic improvements are needed to help women avoid higher rates of urinary tract or vaginal infections, stress-related menstrual difficulties and the chafing, bruising and bleeding caused by ill-fitting body armor designed for men, the task force's report says.
Since reporting to their boats in November, 25 women who broke one of the Navy's final gender barriers have gone on patrol and been accepted among their crews.
"The men adjusted to us being there, and we adjusted to them," said Lt. j.g. Megan Bittner of the USS Ohio gold crew. "It was quick. There were no big problems. No stumbling blocks along the way. It was just learning as a junior officer how you fit on the boat."
Female Bosses. They’re a type, aren’t they? At least that’s what dueling research findings seem to suggest. You either get the ones who hang with their sisters at some women’s conference and then offload a project to run home to their kids, or some alpha female whose stiletto seems aimed at kicking you back down the career ladder. If they work in a male-dominated industry, they benefit from more slack than guys when it comes to making mistakes, according to research by Christian Thoroughgood of Pennsylvania State University. Linguistics expert Judith Baxter has found they’re not even funny: More than 80 percent of quips from senior women were met with silence in her research, while 90 percent of the men’s jokes got an immediate laugh.
And working for a female boss if you’re a woman? Don’t get the experts started. Women with female bosses report more headaches and anxiety than those who report to men, a University of Toronto study found. German researchers found they suffer higher levels of depression. Maybe that’s because female bosses direct their hostility toward other women more than 70 percent of the time, according to the Workplace Bullying Institute, while men are more inclined to make everyone feel miserable. Then again, consultants Jack Zenger and Joseph Folkman surveyed 7,280 leaders last year and found women notably better at mentoring, motivating, and driving for results (PDF). Put them in charge, the U.S. Bureau of Labor Statistics has found, and other women in the company end up making more money.
Now comes a June 12 study from Catalyst, a nonprofit group that focuses on expanding opportunities for women in business. As part of its ongoing study of 742 MBA grads, it found that women are not only better than men at helping others—women and men—move up the ladder, but those who sponsored others or developed others earned an additional $25,075 in compensation from 2008 to 2010. Moreover, 73 percent of those mentors are especially inclined to help women, while only 30 percent of the men were.
The Center for Talent Innovation released a new report, the “Sponsor Effect: UK” that was released last night at the House of Commons at an event keynoted by Theresa May, the British Home Secretary and Minister for Women and Equalities.
Women enter the white-collar workforce in the UK in far greater numbers than men: 57 females for every 43 males. Yet as employees in large corporations move from entry-level to middle management, and from mid- to senior-level positions, men advance disproportionately. Across sector and occupation, women are simply not breaking through to leadership positions in numbers commensurate with their weight in the talent pool.
Why? According to the new CTI study the reason is straightforward and has nothing to do with a lack of accomplishment or ambition—or a paucity of childcare or flextime. Rather, British women tend not to have sponsors—powerful champions willing to take a bet on a young talent, go out on a limb for him/her and advocate for the next promotion. Sponsors are the people that propel and protect high performing employees through the treacherous shoals of upper management.
The study found that UK men with sponsors (as opposed to those without) are 40 percent more likely to move up the ladder at a satisfactory clip, while this “sponsor effect” for UK women is even higher—52 percent.
The mission, announced just a few days ago, is moving forward rapidly: The Shenzhou-9 manned spacecraft to be used in the mission has already been strapped to its carrier rocket and the rocket already moved to the launch pad at a satellite launch center in northwest China.
All that remains is to choose the woman who will be on board when spacecraft shoots skyward.
On Tuesday, in what may or may not be a sign that the decision has been made, the state-run China Daily published a profile of 34-year-old fighter pilot Liu Yang, one of the two candidates tipped as the most likely to go where no Chinese woman has gone before.
The findings of the fifth annual Financial News Women in Finance survey are sobering: Of the 650 female respondents to the survey, all of whom work in the financial services industry, two thirds said their gender made it harder for them to succeed and a similar proportion said they felt they needed to work harder than male counterparts in order to be viewed at the same level of achievement by managers.
Ruth Grant, a litigation partner and co-chair of the diversity committee at law firm Hogan Lovells, said: “There is a mismatch between what’s being done and outcomes. There is a difference between management having projects and structures that they put in place and actually embedding those ideas into the corporate culture and how the business makes them part of the daily life and DNA of an organisation.”
The survey results are a timely reminder that, while top-level management of financial firms is largely convinced that change is necessary and has begun to implement programmes, there is still more that needs to be done. The challenge, particularly in depressed market conditions, is keeping gender diversity on the priority list.
Helena Morrissey, chief executive of Newton Investment Management and founder of the 30% Club, which has had notable successes encouraging chairmen to bring more women into board roles, said: “There has been a very long, slow burn over the understanding of gender imbalance, but a sharp pick-up and growing momentum for change over the past 18 months. The financial services sector, and especially bigger companies, are trying very hard, partly in an attempt to rehabilitate their reputation. It is a paradigm shift for many people.”
Financial firms do appear to be making more of an effort. This year, 38% of survey respondents said their company had no diversity programme or women’s networking forum, less than the 46% who responded similarly last year. Whether the shift is due to more companies launching programmes is arguable but, certainly, there is increased awareness and communication within firms to promote uptake of such initiatives.
You'd think that since 1916—the year a woman was first elected to U.S. Congress—there would have been some serious progress.
Women in the workforce, after all, have been on a steady rise.
Not so in Congress, where women hold less than 17 percent of seats to this day, according to the Rutgers Center for American Women and Politics. In 2010, the number of women elected to the House actually declined.
Palmer and Southern Methodist University professor Dennis Simon have been studying the political glass ceiling for over a decade. Voters, they said, mostly aren't to blame for the lack of progress. But they shared five other very real reasons more women aren't in Washington:
Name It. Change It. is a non-partisan project of WCF Foundation, Women’s Media Center, and Political Parity.
Together, we will work to end sexist and misogynistic coverage of women candidates by all members of the press—from bloggers to radio hosts to television pundits.
Widespread sexism in the media is one of the top problems facing women. A highly toxic media environment persists for women candidates, often negatively affecting their campaigns. The ever-changing media landscape creates an unmonitored echo chamber, often allowing damaging comments to exist without accountability.
Catalyst's longitudinal project, The Promise of Future Leadership: Highly Talented Employees in the Pipeline, develops timely reports on the retention and advancement of high potential women and men. The project surveys graduates of leading business schools in the United States, Canada, Europe, and Asia, with the intent of assessing their career values, goals, and expectations, the developmental opportunities afforded them, and their strategies for managing work and family life. The reports highlight the differences in women's and men's career experiences and satisfaction; some feature perspectives from global leaders and other experts.