A Case Study on Women in Leadership Positions at National Irrigation Administration - Upper Pampanga River Integrated Irrigation Systems (NIA - UPRIIS) Head Office

References

[1] ALIMO-METCALFE, B. AND J. ALBAN - METCALFE. 2003. ‘Under the Influence.’ People Management 9(5): 32–36.

[2] ALVESSON, M. AND Y. D. BILLING. 1997. Understanding Gender and Organizations. Sage: London and Thousand Oaks.

[3] ATWATER, L. E., J. F. BRETT, D. WALDMAN, L. DIMARE, AND M. V. HAYDEN. 2004. ‘Men's and Women's Perceptions of the Gender Typing of Management Subroles.’ Sex Roles 50(3): 191– 199.

[4] COLLINSON, D. AND M. COLLINSON. 1995. ‘ Corporate Liposuction and the Masculinisation of Management’. Keynote address at Gender and Life in Organisations Conference, University of Portsmouth: September.

[5] DE VRIES, J. 2010. A realistic agenda? Women only programs as strategic interventions for building gender equitable workplaces. PhD thesis, Business School: University of Western Australia.

[6] DIAMOND, A. 2008. The career development and identity of Victorian Local Government Chief Executives: Is gender a factor? PhD Thesis, School of Psychology: Victoria University.

[7] EAGLY, A. H. AND B. T. JOHNSON. 1990. ‘Gender and Leadership Style: A Meta-analysis.’ Psychological Bulletin 108(2): 233–256.

[8] EAGLY, A. H. AND S. J. KARAU. 2002. ‘Role Congruity Theory of Prejudice toward Female Leaders.’ Psychological Review 109(3): 573– 598.

[9] EAGLY, A. H. AND L. CARLI. 2007. Through the Labyrinth: The Truth about how Women become Leaders. Harvard Business School Press: Boston.

[10] EVELINE, J. 2005. ‘Woman in the Ivory Tower: Gendering Feminised and Masculinised Identities.’ Journal of Organizational Change Management 8(5): 641–658.

[11] FOX, P. AND M. BROUSSINE. 2001. Room at the Top? A Study of Women Chief Executives in Local Government in England and Wales. Bristol Business School: University of the West of England.

[12] GENAT, A., WOOD, P. R., AND SOJO, D. V. 2012. Evaluation Bias and Backlash: Predictors and Implications for Organisations. Melbourne: Centre for Ethical Leadership, Melbourne Business School.

[13] GIBBS, M. 2013. ‘ Profile of the Local Government Workforce’. Australian Centre for Excellence in Local Government: Sydney.

[14] HUTCHINSON, J., WALKER, E., & MCKENZIE, F. H. (2014). Leadership in local government: ‘No girls allowed’. Australian Journal of Public Administration, 73(2), 181- 191.

[15] KANTER, R. 1977. Men and Women in the Corporation. Basic Books: New York.

[16] MADDOCK, S. AND D. PARKIN.1994. ‘ Gender Cultures: How they Affect Men and Women at Work.’ In M. J. Davidson and R. J. Burke (eds.), Women in Management – Current Research Issues. Paul Chapman Publishing Ltd: London.

[17] MARSHALL, J. 1984. Women Managers Travellers in a Male World. John Wiley & Sons: Chichester.

[18] PINI, B. AND P. MCDONALD. 2008. ‘Men, Masculinities and Flexible Work in Local Government’. Gender in Management: An International Journal 23(8): 598–612.

[19] RIDGEWAY, C. L. AND S. J. CORRELL. 2004. ‘Unpacking the Gender System: A Theoretical Perspective on Gender Beliefs and Social Relations'. Gender & Society 18(4): 510–531.

[20] SCHEIN, V. E. 1976. ‘Think Manager – Think Male: A Global Phenomenon?’ Journal of Organizational Behaviour 17(1): 33–41.

[21] SIMPSON, R. 1998. ‘Presenteeism, Power, and Organizational Change: Long Hours as a Career Barrier and the Impact on the Working Lives of Women Managers.’ British Journal of Management 9(1): 37–50.

[22] SINCLAIR, A. 2000. ‘Women within Diversity: Risks and Possibilities.’ Women in Management Review 15(5/6): 237–246.

@article{1705441,
      author = {Joseph Paolo A Geronimo, Noel T. Florencondia},
      title = {A Case Study on Women in Leadership Positions at National Irrigation Administration - Upper Pampanga River Integrated Irrigation Systems (NIA - UPRIIS) Head Office},
      journal = {Iconic Research And Engineering Journals},
      year = {2024},
      volume = {7},
      number = {7},
      pages = {365-373},
      issn = {2456-8880},
      url = {https://www.irejournals.com/formatedpaper/1705441.pdf},
      abstract = {The working landscape in today?s world put forth a more diverse feature of human resources and governing leaders to certain degree that a functioning organization is no longer just a man?s game. Nevertheless, competing in this challenging environment is not something that is very easy to accomplish. From experienced women leaders who have been making strides in this debate for years gone by to the upcoming young talent looking to make a serious impact, women in leadership still face numerous challenges. The first and most evident challenge is that most of the people in the room are men. However, this creates an opportunity for women to stand out and create a long-lasting impression from the off. A scenario that appears time and time again revolves around building a supportive network in a space where males dominate tantamount to a case study being held on women in leadership positions at the National Irrigation Administration ? Upper Pampanga River Integrated Irrigation Systems (NIA ? UPRIIS) Head Office. Though seemingly unconventional with the other agencies being spearheaded by women at the top posts of the agency, women have somehow penetrated superiority hence female representation was visible through its commitment, integrity, and professionalism towards providing efficient, effective, and sustainable irrigation services aimed towards the highest satisfaction of its stakeholders and farmer-clienteles. However, having it been the case of equally distributed number of employees throughout the core and support functions of the irrigation agency, majority of women embody the aspirations on improving and sustaining operations from the support functions rather from those of the core which involves most of the organization?s objectives such as the development and maintenance of irrigation systems in support of the agricultural program of the government along with the planning, constructing, operating, and preserving irrigation systems consistent with integrated water resource management principles to improve agricultural productivity and increase farmers' income. Conclusively, women continue to aspire for leadership positions in all spheres of governance in both the public and private sector; though dedication is immeasurable as to fulfilling their duties and obligations within their mandates are acknowledge, their willingness to impose conviction and break gender stereotypes and gender-based opportunity barriers being reflected upon their knowledge, strength, and competence are supplemental to assert their representation with every aspects of the organization whether for a supervisory profession of leadership position.},
      keywords = {Female Leadership, Gender Diversity, Gender Representation, Irrigation Agency},
      month = {January},
  }