Drawing on hundreds of interviews from around the country, original survey research, and national labor force data, Moe and Shandy refocus the discussion of women who opt out from one where they are the object of scrutiny to one where their aspirations and struggles tell us about the far broader swath of American women who continue to juggle paid work and family. Moe and Shandy examine the many pressures that influence a woman’s decision to resign, reduce, or reorient her career. These include the mismatch between child-care options and workplace demands, the fact that these women married men with demanding careers, the professionalization of stay-at-home motherhood, and broad failures in public policy. But Moe and Shandy are equally attentive to the resilience of women in the face of life decisions that might otherwise threaten their sense of self-worth. Moe and Shandy find, for instance, that women who have downsized their careers stress the value of social networks—of “running with a pack of smart women” who’ve also chosen to emphasize motherhood over paid work.
Working mothers aren’t a liability. They are assets you—and every manager and executive—want in your company, in your investment portfolio, and in your corner.
There is copious academic research showing the benefits of working mothers on families and the benefits to companies who give women longer and more flexible parental leave. There are even findings that demonstrate women with multiple children actually perform better at work than those with none or one.
Yet despite this concrete proof that working mothers are a lucrative asset, they still face the "Maternal Wall"—widespread unconscious bias about their abilities, contributions, and commitment. Nearly eighty percent of women are less likely to be hired if they have children—and are half as likely to be promoted. Mothers earn an average $11,000 less in salary and are held to higher punctuality and performance standards. Forty percent of Silicon Valley women said they felt the need to speak less about their family to be taken more seriously. Many have been told that having a second child would cost them a promotion.
Fortunately, this prejudice is slowly giving way to new attitudes, thanks to more women starting their own businesses, and companies like Netflix, Facebook, Apple, and Google implementing more parent-friendly policies. But the most important barrier to change isn’t about men. Women must rethink the way they see themselves after giving birth. As entrepreneur Sarah Lacy makes clear in this cogent, persuasive analysis and clarion cry, the strongest, most lucrative, and most ambitious time of a woman’s career may easily be after she sees a plus sign on a pregnancy test.
The empirical basis for Parcel and Menaghan's study is a series of multivariate analyses using data drawn from the 1986 and 1988 waves of the National Longitudinal Survey's Child-Mother data set. This data set matches longitudinal data on mothers, derived from the National Longitudinal Survey of Youth, with data on the children of these mothers born as of 1986. Children aged 3 to 6 were given age-appropriate developmental assessments every two years in order to assess the influence of parental work on short-term changes in their cognition and social behavior. The authors also devote considerable attention to the effects of fathers' work and family structure on the well-being of their children.
Parcel and Menaghan's work brings evidence to bear on both the theoretical perspectives guiding the analyses and on current policy debates regarding the nexus of work and family.
Rachel Hollis has seen it too often: women not living into their full potential. They feel a tugging on their hearts for something more, but they’re afraid of embarrassment, of falling short of perfection, of not being enough.
In Girl, Stop Apologizing, #1 New York Times bestselling author and founder of a multimillion-dollar media company, Rachel Hollis sounds a wake-up call. She knows that many women have been taught to define themselves in light of other people—whether as wife, mother, daughter, or employee—instead of learning how to own who they are and what they want. With a challenge to women everywhere to stop talking themselves out of their dreams, Hollis identifies the excuses to let go of, the behaviors to adopt, and the skills to acquire on the path to growth, confidence, and believing in yourself.
Working women today are better educated and more well qualified than ever before. Yet men still predominate in the corporate world. In The Confidence Code, Claire Shipman and Katty Kay argue that the key reason is confidence.
Combining cutting-edge research in genetics, gender, behavior, and cognition—with examples from their own lives and those of other successful women in politics, media, and business—Kay and Shipman go beyond admonishing women to "lean in."Instead, they offer the inspiration and practical advice women need to close the gap and achieve the careers they want and deserve.