The Fight Between Male And Female Manager

Women who do not adhere to the typical feminine role are usually seen as aggressive, assertive, or sometimes even considered a “bitch”. Women leaders come off too hard or too soft but never just right. A woman’s influence in a masculine’s setting could be resisted and ignored because of the double bind dilemma. If women leaders show that they are supportive, warm, and considerate as leaders, they are often not respected. Society expects one thing from women, but then demands another.

I would like to start by mentioning that there may be decision making abilities and cultural differences that are affected by gender. Women are usually expected to be nurturing and less aggressive than men. Under attribution theory (ORGB), female managers may be less likely to attribute their success to their own abilities. It is not hard to guess that management may end up not having an entirely accurate assessment of a woman’s skills due to her modesty in that area.

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

Contrary to the above findings that male and female managers consider themselves to share similar competencies, other studies have observed that women and men in management positions do perceive themselves differently. Female managers participating in these studies indicated that they believed they were more innovative (Bass et al.,1996) and better at getting the job done and setting

Today, women are subjected to a high volume of ideas regarding what they should do with their lives and how they should behave. Society subjects women to hostility for choosing to work instead of having children or being a working mother. This contrasts women who choose to stay at home that are subjected to mockery for not doing enough with their life and supporting traditional gender roles. What happens when these ideas and concepts are discussed with a woman who happens to be a mother and the president of an extremely profitable credit company? By narrowing and investigating the ideas of women leaders as individuals and not as a whole, it shows that each leader is unique and shaped by their experience. In this paper, a specific woman leader’s opinions and experiences will be discussed compared to multiple theories about women and leadership; her name is Pam Krank and she is the President of The Credit Department, Incorporated. Her company is involved in “credit management outsourcing” and “managing trade receivables for companies’ worldwide” (Krank 1993 n.p.). Pam oversees many employees, some working from a central office in Saint Paul, Minnesota and some who work from home. Pam is working in a masculine dominated field and must be able to navigate leadership in both a masculine and feminine sense. Pam is forced to navigate murky waters because she works in a masculine field with predominantly male dominated companies. The concept of opting-out closely aligns with

Eagly & Chin (2010) note that the barriers described intersect with leader behavior and identity in that leaders who are members of these groups are often expected to not only perform leader functions but also to fulfill the stereotypes associated with their group membership. They note that women who do demonstrate more "masculine" traits are often given poorer performance reviews even if their leadership performance is the same. Eagly & Johansen (2003) point out that women do have high levels of leadership performance, and so-called feminine traits are better correlated with positive outcomes than masculine traits, yet there remains discrimination in hiring females into leadership positions. The issue is even more complicated for people who incorporate multiple points of diversity, for example African-American females (Sanchez-Hucles & Davis, 2010).

Gender stereotypes “reflect percievers’ observations of what people do in daily life” (Eagly and Steffan, 1984) and remain if perceivers continue to observe a certain group engaged in specific activities, which then turn into assumptions that the group is able to perform such tasks. When it comes to gender roles, Heilman (2001) suggests that there are two roles that either gender can possess, agentic or communal. Agentic behaviour is usually associated with men, and portrays the idea of being achievement orientated and taking charge (Solomon, Bamossy, Askegaard, and Hogg, 2013). Additionally, leadership and manager attributes such as, problem solving, risk taking, and being active are associated with an agentic, masculine figure (Heilman, 2001). Women, on the other hand, show communal attributes that are associated with care taking, helpful, and relationship orientated. Sczesny’s work (2003) introduced the common assumption that managerial positions are male dominated, “think manager – think male”, and crisis situations are associated with females (Haslam & Ryan, 2007).

There is a general saying which is very common amongst industrious women which states thus; “what a man can do, a woman can do even better”. A publicly reverberating affirmation, perhaps to correct the impression that apparently clouds professional viewpoints on the effectiveness and relative success of female versus male managers, probably stemming from women around the world who have shown themselves to be exemplary in areas where the men folk have failed.

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".

Gender inequality remains as one of the top challenges that businesses face because of men not acknowledging the challenges female workers face and society’s perception on women capability to finish tasks. Even though studies have shown companies tend to deliver better performance with more women in top management positions. One of the inspirations for this essay is Renee Corso, my district sales coordinate supervisor, which is the highest position in Aflac’s Sherman Oaks office. I believe she

Gender and leadership? Leadership and gender? A journey through the landscape of theories start off by giving a statistical summary of percentages of women in higher echelon position in the workforce. With this information in the intro, the article quickly highlights the limited representation of women in exclusive positions in Fortune 500 companies. Next, the paper examines multiple theories why this problem exists in the workforce. The four theories examined are biology and sex; gender role; causal factors; and attitudinal drivers (Appelbaum et al, 2003, p. 44).

Females more than males embrace organizational effectiveness leadership styles. This is evident by the styles in motivation, expectation layout, rewards programs, and leadership enthusiasms (Zheng, 2015). Moreover, the female gender is better at acquiring social interaction talents over their male counterparts. Conversely, men are better suited for formal and informal designed measurements. These may include connecting with networks that promote from semi-formal but unwritten connections. In opposition of the genders, females appear to establish higher standards in performance for themselves and the workforce that equate to greater organizational effectiveness (Zheng, 2015). Unfortunately, statistics exposes male leaders have a tendency to engage in organizational revenge as well at interpersonal violence more so than women (Chavan, 2015). Even though the leadership approaches of males and females are greatly contrasting, both may by capable of becoming transformational or transactional leaders.

One of the primary challenges is that female employees in a number of our branch offices have informally complained that our organization has more men than women in management positions. We can describe this challenge is workforce diversity which means that organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity and sexual orientation (Robbins & Judge, 2010). In this challenge, it is clearly that female employees less than men employees entering senior management. Despite significant investment in diversity programs female representation in top management remains stubbornly low over the last decade. ASX Top 200 Female CEOs 1.3-3.4% and Board directors 8.1-12.3%. ASX Top 500 Female CEOs 2.4% and Board Directors 9.2% (ABS, 2014). Studies have evidence that there is no significant difference (if any, must say) will affect the job performance between men and women. For example, men and women in problem solving, analytical aspects, the driving force of competition, motivation, social skills, learning ability did not show significant discrepancies. Although many psychological studies have found that women are more willing to comply with authority, and men are more aggressive than women

Male and female leaders continually face challenges within the global world and workplace today. One of the biggest challenges faced, is public perception, culture and stereotypes. Part of research shows these differences in views threw gender dynamics. Men are viewed as dominate and strong. Women are viewed as caring for others and nurturing. Additionally, workplace stereotypes have caused serious problems in the past. This will need to change to a great extent if America is going to be successful in the future. This topic is highly debated and controversial.

Women entered the labor force during the 1960’s and tend to stay longer in the workforce before having a family. When it comes to uniformity and rationality, women are still suppressed. Our society stereotypes that women are meant to be working under men. Barriers to leadership opportunities are a worldwide phenomenon where females are disproportionately engrossed in a lower level and curtailed authoritative leadership positions. The leadership opportunities for women in corporate America do not correlate with their population rate. In the United States, they form the largest population, which subsist 50.8% and earning 60% of all master’s degrees. Even earning higher degrees, they are only at 19.2% in corporate field reached C-level. Consequently, they are still a minority in the executive world. Nevertheless, the numbers are growing in the positive direction. “No one can make you feel inferior without your consent.” Says the First Lady Eleanor Roosevelt.