Essay about Gender Based Difference in Managerial Styles

| According to the Wilson managerial skills research, effective female and male managers have significantly different skill profiles.

This myth has been perpetuated throughout history and in result; we have barriers such as the glass ceiling in existence. If we were to pull up a list of the Board of Directors for any given company, the probability of it being a predominately male group is high. This notion alone shows how companies have continued to dwell in olds days where men are considered more capable than women. The Glass ceiling effect has continued to place barriers against women endeavor in achieving success in their careers and participation in their work place. Women have not been able to realize their potential in their work places since they are not offered equal chances as compared to their men counterparts who enjoy great opportunities in organizations. The fact that an organization is ran by men, may cause an adverse effect on the performance of men. Obviously, a man thinks differently than a woman. It is likely that a decision made by men only is likely to ignore the interests of women in the organization. This creates a domino effect because it affects the woman’s performance in business since they only get limited chances to learn, and limited job assignments that will enhance their skills. Hence, low or limited skills and experience will lower their overall

Jacobson, Palus, and Bowling’s review explores if women are managed differently than men. This review takes a look at gender and how it affects or impacts internal management and external networking. The review found that women spend less time on external networking whereas men spend less time on internal management. The authors research the different method of management styles and/or techniques that differ between men and women in addition to the external networking styles and techniques. The authors research different management strategies based on a male perspective versus a female perspectives.

In this article Anderson and Hansson explore the behavioural differences between women and men in managerial positions and propose explanations for the differences and similarities. The authors used data gained through questionnaires of public managers, that measured their leadership style, decision making styles, and motivation profile as to eliminate any effects of organizational differences on leadership behaviour. This investigation employs three dimensions of leadership behaviour – leadership style, motivation

In the global market, female’s advancement and progression in the various workplaces have taken tremendous strides for the past five decades. However, several studies demonstrate that in spite of the rising number of female employees in different management positions, managerial positions across the world continue to be dominated by the male gender. By presenting the current existence of women in several leadership positions as compared to the period between the late 1960s to the 1990s, where the female percentage in those positions was very small. However, different media, as well as cultural reference, assume the disparity that exists and celebrate it. Occasionally, authors have criticized such discriminative practices on various grounds since, in some part of the world, women getting promotions in their respective workplace is illusionary. Thus, a manager hesitant to consider the promotion of a woman based on existing beliefs and vices about the women’s role in the society is the core thesis upon which the discussion of this paper will be based.

Vinkenburg, van Engen, Eagly, and Johannesen-Schmidt (2011) found that gender differences in communication style norms can also impact advancement in careers. While the differences in group collaboration and leadership styles between men and women may be trivial, and perception of gender-based leadership style is not. Women were shown to use more effective, leadership techniques then men. However, men were perceived as being slightly better leaders and more inspirational in the work setting, despite the fact that woman’s leadership styles tended to be more rounded. The perpetuation of gender bias in promotion decisions perpetuates the stereotype that men hold

Thesis statement: Leadership depends on the leader’s leadership style and there way of communicating ideas rather than the leader themselves. Both women and men believe in similar leadership styles however women prefer a more participative leadership approach.

Does gender really matter? Being a woman taking the role of an accountant, the male will always be the dominant one in the business room. The company I work for only had one woman manager and it’s a little disappointing so I wanted her point of view on it. She responds “yes and no”. Woman have a different perspective on issues she compared it to different races seeing things differently. I agreed with her when she said woman has a different way of brining their style to leadership then men do. What I really loved and respected what she said was “at the end of the day, I think good decisions are good

In this research we are examining the relationship between male and female attitudes towards female mangers, gender identity and their career aspiration. In order to do this research, we had to collect data from 89 females and 87 male’s students of organisational learning and development, also we had to compare what factors are strongly impacting on the attitudes towards female managers. This research will analyse the correlation between the male and female scores for acceptance, ability, aspiration, masculinity and femininity of the attitudes of male and female towards female managers. The result of the research shows that there are significant differences between male’s and female’s attitudes towards female managers due to many

Gender relations - Do stereotypical mind-sets around gender relations lead to gender inequality in this workplace? Do work structures disadvantage women? Is there an alignment of managerial attributes with gender stereotypes, such that male attributes of competitive spirit and technical competence are given

Gender in Management: An International Journal Vol. 26 No. 3, 2011 pp. 220-233 q Emerald Group Publishing Limited 1754-2413 DOI 10.1108/17542411111130981

More and more women are rising to the leadership challenge, even in some of the most male-dominated industries. The increase in the number of women attending college, the increasing number of women in the workplace or starting their own business has demonstrated to men who own businesses that women can be both managers and mothers, thus showing their male counterpart that women can in fact "do it all".

preceding study has shown that female managers bear from role conflict and role ambiguity (Terborg, 1985), which brings with it force felt from tokenism (Rosen, 1982; Davidson and Cooper, 1983; Offermann and Armitage, 1993) isolation (Nelson and Quick, 1985; Davidson and Cooper, 1985) and not feeling completely accepted by their gazes (Kanter, 1977). The lack of feminine function forms (Davidson and Cooper, 1983, 1985; Terborg, 1985), the need to prove themselves (Davidson and Cooper, 1983) or to emulate the male function (Clark et al., 1996) are supplemented pressures discovered to be associated with feminine managers, and can be attributed to

The purpose of this article was to examine women’s and men’s leadership styles, the effectiveness of the different leadership styles, and the true determination of effectiveness as a woman leader (Appelbaum et al, 2003, p. 43). The article present research conducted for theories examined. Comparing this week’s work assignment to this article, I notice a linkage to a few items. The comparable list that is closely related to parts of theories in the reading assignment are gender stereotypes; different leadership style effectiveness; developmental opportunity, and experience. All of these different topics are related to the Leadership Labyrinth.

Another contributing factor in the difference of males and females in positions of management is mindset. Men in senior positions tend to be far more pragmatic. They are characterized as independent,