The impact of gendered power relations in HRD

Lynda Hanscome, Ronald Cervero

Research output: Contribution to journalArticlepeer-review

16 Scopus citations


This study examined how gender and power influence the interpersonal relationships among human resource development (HRD) managers. Specifically, the study focused on the workplace experiences of HRD managers and the strategies they used to negotiate their day-to-day interactions. A qualitative approach was used to examine respondents' experiences as well as the social contexts that framed their workplace relationships. Five female and five male HRD managers were interviewed using critical incident techniques to explore specific workplace interactions. Two major conclusions of the study indicated that the experiences of female and male respondents regarding the exercise of power were profoundly different and that the strategies used by respondents generally reflected the gendered contexts of power.

Original languageEnglish
Pages (from-to)509-525
Number of pages17
JournalHuman Resource Development International
Issue number4
StatePublished - 2003
Externally publishedYes


  • Adult learning
  • Gender and power
  • HRD
  • Workplace training


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