ABSTRACT
Despite increased representation of women in the workforce {U.S. Department of Labor 1989), their progress into upper management has been negligible (U.S. Department of Labor 1991). Fagenson (1986) notes that fewer than 0.1 percent of the chief executive officers of Fortune 1300 companies are women. Research has indicated that women face barriers not found in traditional male careers (Nieva and Gutek 1981; Ragins and Sundstrom 1989). Existing models of career mobility are based upon predominantly male samples and do not consider issues that may be important in women's careers (Dipboye 1987; Terborg 1977). These issues include sex role socialization, career paths, interpersonal processes such as mentorship (Ragins and Sundstrom 1989) and family responsibilities (Hunsaker 1985).
