Acknowledgments |
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xi | |
Introduction To Feminist Interventions In Management And Business |
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1 | (13) |
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Why don't business people seem interested in feminism? |
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2 | (2) |
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Protecting business's magic circle |
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4 | (1) |
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Feminism in three interventions |
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5 | (2) |
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7 | (1) |
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Tips to help you manage the contradictions of this book |
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8 | (4) |
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12 | (2) |
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1 A primer on feminism for business |
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14 | (32) |
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14 | (1) |
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14 | (29) |
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Unfolding a working definition of feminism |
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15 | (1) |
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Feminism starts with "equality for women" |
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16 | (1) |
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Feminism also means "equality among women" |
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17 | (1) |
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Combining these two standards of equality |
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17 | (3) |
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Flourishing: the goal of feminism |
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20 | (1) |
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Feminism leads with a critique of sexism and patriarchy |
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20 | (1) |
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Feminism addresses all systems of oppression |
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21 | (1) |
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The transitive property of oppression |
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22 | (1) |
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Feminism is protective and constructive |
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23 | (1) |
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23 | (1) |
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24 | (1) |
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25 | (1) |
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Constructive feminism's core values for business |
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25 | (2) |
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Understanding the core values |
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27 | (2) |
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How feminists see the world: truth, knowledge, and objectivity |
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29 | (1) |
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Feminist perspectives on objectivity and truth |
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29 | (1) |
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Feminism challenges meta epistemology |
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30 | (1) |
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Knowledge from a standpoint |
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31 | (1) |
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Local, authentic truths from an acknowledged standpoint |
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32 | (1) |
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32 | (1) |
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How feminism understands oppression, privilege, and domination |
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33 | (1) |
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From bodies to domination: the "story" of sexism and patriarchy |
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33 | (1) |
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Step 1 Biology and binary thinking |
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34 | (1) |
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34 | (1) |
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35 | (1) |
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Gendering is culturally specific and historically contingent |
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36 | (1) |
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Gendering is oppositional and hierarchical |
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36 | (1) |
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Step 3 essentializing: bodies cause differences |
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37 | (1) |
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Step 4 Male dominance: patriarchy |
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38 | (1) |
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Patriarchy as a structure of male privilege |
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39 | (1) |
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Sexism as foundation and model for all other oppressions |
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40 | (1) |
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Sexism is a single axis of oppression |
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40 | (1) |
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Multiple oppressions contribute to women's inequality |
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40 | (1) |
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Kyriarchy, the matrix of domination |
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41 | (1) |
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42 | (1) |
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43 | (1) |
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Mini Box: privilege, defined |
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43 | (1) |
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43 | (3) |
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2 Obstacles and approaches to gender equality in business |
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46 | (36) |
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46 | (1) |
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Obstacles to gender equality: neoliberalism, postfeminism, and gender structure |
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47 | (31) |
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47 | (1) |
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48 | (1) |
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Less government, less community |
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48 | (1) |
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Celebrating Homo economicus |
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49 | (1) |
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"Business" "logic" everywhere |
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50 | (1) |
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51 | (6) |
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51 | (1) |
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Postfeminism focuses on individual women's agency |
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53 | (1) |
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Silencing conversation about actual sexism |
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54 | (1) |
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Contradictory logic of organizational efforts to ease gender inequality |
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55 | (1) |
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The fatigue of conflicting realities |
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56 | (1) |
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56 | (1) |
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Contradictions of postfeminism in business point to deeper issues |
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57 | (1) |
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Gender structure in organizations |
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58 | (1) |
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The framework ofgender structure |
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59 | (2) |
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Common approaches to achieving gender equality in organizations |
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61 | (1) |
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Organizational approaches for gender equality |
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61 | (9) |
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Why aren't these change approaches more effective? |
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70 | (1) |
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Individual approaches for gender equality in organizations |
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70 | (6) |
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Gateway feminism: entry points to the revolution |
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76 | (2) |
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78 | (1) |
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78 | (4) |
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3 Feminist interventions in core business concepts |
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82 | (69) |
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82 | (1) |
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Comparing conventional and feminist perspectives |
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82 | (7) |
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Q1 What should be the goals of business and work? |
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83 | (1) |
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Q2 How should collective coordination and control be achieved? |
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84 | (1) |
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Q3 What values will lead to business success? |
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85 | (4) |
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Feminist interventions in core business concepts |
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89 | (36) |
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Which topics should we focus on when applying feminism to business? |
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89 | (1) |
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Redefining "work" and re-centering the economy |
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90 | (1) |
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Why redefining work matters |
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91 | (1) |
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Productive and reproductive labor |
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91 | (2) |
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New types of work identified by feminists |
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93 | (2) |
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How valuable work is made to disappear |
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95 | (1) |
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Disappearance through selective attention |
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96 | (1) |
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Recognizing the care economy |
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97 | (2) |
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Re-centering the economy around care |
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99 | (1) |
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Work-family-life conflict |
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100 | (5) |
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Are there real options for eliminating work-life tension? |
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105 | (2) |
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Gendered work, gendered wages |
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107 | (1) |
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Why care about gendered segregation in business? |
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107 | (2) |
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Gendering drives power, status, and wages |
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109 | (1) |
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Many would argue that occupational segregation occurs by choice |
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110 | (1) |
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111 | (3) |
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Foundations of organizational structure |
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114 | (1) |
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The feminist critique of bureaucracy |
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114 | (1) |
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Feminist organizational design alternatives |
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115 | (1) |
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Hybrid feminist bureaucratic forms |
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116 | (1) |
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117 | (1) |
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Employee and member ownership |
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117 | (1) |
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Fully sustainable business models |
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117 | (1) |
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Reconsidering organizational culture |
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118 | (1) |
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Understanding the presence and persistence of gender inequality |
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119 | (2) |
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121 | (1) |
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Bodies separated from minds are easy to dehumanize |
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122 | (1) |
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Bodies represent uncontrollable nature |
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122 | (1) |
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Breastfeeding bodies interfere with working bodies |
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123 | (1) |
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Dressing to manage women's bodies |
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124 | (1) |
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Harmful workplace experiences |
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125 | (4) |
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Violence creates and sustains domination and oppression |
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126 | (1) |
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Violence supports obedience |
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126 | (1) |
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127 | (1) |
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Incivility and micro-aggressions |
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128 | (1) |
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Models of leadership and expressions of power |
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129 | (12) |
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Traditional patriarchal leadership |
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130 | (1) |
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Unexamined assumptions skew our understanding of leadership |
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130 | (1) |
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Evolution of leadership models |
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131 | (4) |
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False hopes raised by women in (male) leadership |
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135 | (1) |
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What about feminist leadership? |
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136 | (5) |
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141 | (1) |
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142 | (1) |
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142 | (9) |
Conclusion |
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151 | (4) |
Index |
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155 | |