Knowledge that Transforms

The Tichy and Ulrich (1984) framework for transformational leadership is applied within the setting of a number of U.S. trade unions currently undergoing a realignment of their goals and objectives. That framework will be used to delineate both the transformational role being played by leaders in these unions and the opportunities for transformational leadership that are being underutilized.

On the basis of interview materials, this article describes the organizational and attitudinal barriers Japanese women face in respect to recruitment and career mobility in Japanese corporations and the career implications of their roles as wives and mothers. Forces for change in the position of white‐collar and managerial women are also examined, with particular reference to the internationalization of the Japanese economy and society.

The two‐paycheck family is making new demands on the corporation. With both parents involved in family and work life, the corporation, if it wants to keep these professionals in the workforce, must consider new, flexible approaches to management. Under review are policies concerning parental leave, child care, flexible work schedules, cafeteria‐style benefits, and a new corporate consideration of the importance of family life. At this time, it appears that the greatest impetus will come from the courts and Congress, with family‐oriented legislations being considered for the presidential year of 1988.

This article considers what corporations' attitudes toward women will be in the year 2000, and what women's attitudes toward corporations will be at that time. Women's current position in the workforce is characterized. Consideration is given to the direction today's workplace is taking as it transitions to the start of a new century. Based on current observations and trends, the article explores the needs and desires of the twenty‐first century woman. Four major tools available to U.S. corporations preparing to enter the next century are discussed, including family issues, a commitment to innovation, training, and women's contributions to the management of transition.

Why do organizations continue to have difficulty managing and equitably rewarding an increasingly diverse labor force? This article examines the perceptual difficulties that surround women's continuing struggle for managerial and executive rights. It concludes with suggestions for facilitating the transfomation of the workplace.