Women & Men in Management

1. Women & Men in Management Chapter 6 – Leading People

2. The Gender & Leadership Wars • Consider preferences for male vs. female leaders • Compare stereotypes of leaders with gender stereotypes, and any change over time • Review attitudes toward female leaders • Investigate whether female and male managers differ in behavior and effectiveness • Consider action to promote effective leadership by managers, regardless of sex

3. Leader Preferences

4. Possible Explanations • General preference for males • Stereotypes suggesting masculine characteristics are more effective for leadership • Prejudice directed toward female leaders • Differences in typical male and female leadership behavior, and results from these behaviors

5. Leader Stereotypes • Virginia Schein, 1970s • Both male and female middle managers believed successful managers had more male-matched personal characteristics • More recently • Women are less inclined to view management as a male-dominant career path • However, the typical mindset is still “think manager – think male”

6. Butterfield/Powell Analysis • Hypothesis • Proportion of women in management is rising • A good manager may have similarly high levels of masculine and feminine traits (androgyny) • Results • A good manager seen as possessing predominantly masculine characteristics by majority of respondents • Think manager – think masculine prevails

7. Effects of Leader Stereotypes • Women experienced perceived incongruity between leader roles and gender roles • Females become diverted from pursuing managerial careers • Encountering barriers in the selection process • Advancement of female managers is constricted

8. Attitudes Toward Women as Leaders • 1965 Survey • 41% of male executives viewed women in management unfavorably • 35% of male executives viewed women in management favorably • Women’s acceptance of exclusion from managerial positions • Societal prejudice against working women outside the home

9. Attitudes Toward Women as Leaders • 2005 Survey • 88% of male executives viewed women in management favorably (up from 35% in 1965) • 71% of male executives would feel comfortable working for a woman boss (up from 27% in 1965) • Overall more positive male outlook on female executives

10. Examining Attitudes in Field Research and Lab Studies • Female leaders were devalued relative to male leaders when they: • Used a stereotypically masculine leadership style • Occupied a traditionally male-intensive leader role • Were evaluated by males • Subordinates express similar satisfaction between male and female managers • More positive experiences with female managers leads to more positive attitudes

11. Leader Behavior and Effectiveness • Behaviors to influence subordinate actions • Task style • Interpersonal style • Decision-making style • Democratic style • Autocratic style

12. Leadership Theories • Situational leadership theory • Hersey and Blanchard • Adoption of interpersonal styles changes as subordinates’ maturity increases • High task/low interpersonal  high task/high interpersonal  low task/high interpersonal  low task/low interpersonal

13. Leadership Theories • Tannenbaum and Schmidt’s leadership theory • Develop a more democratic and less autocratic decision-making style as subordinates: • Need more independence • Are more ready to assume responsibility • Are able to solve problems as a team

14. Transformational vs. Transactional • Transformational leaders • Motivate subordinates to set high standards for the good of the group • Turn followers into leaders • Exhibit the following behaviors • Charisma • Inspirational motivation • Intellectual stimulation • Individualized consideration

15. Transformational vs. Transactional • Transactional leaders • Clarify responsibilities of subordinates • Respond to how well subordinates execute their responsibilities • Exhibit the following behaviors • Contingent reward (providing reward and incentive for completing objectives) • Management by exception (monitoring subordinates for mistakes or potential error) • Passive vs. active management by exception • Transactional leaders are seldom transformational

16. Transformational vs. Transactional • Laissez-faire leadership • Distinct from transformational and transactional leadership styles • Avoid taking responsibility for leadership • Refrain from giving direction or making decisions and do not involve themselves in the development of their followers • Successful organizations are shifting more towards transformational, democratic leadership styles

17. Gender Stereotypes and Leadership Theories • Situational leadership suggests: • Adopting masculine, androgynous, feminine, and undifferentiated roles as subordinates mature • Autocratic leadership suggests: • Adopting the masculine stereotype • Emphasis on dominance and control • Democratic decision making suggests: • The feminine stereotype • Emphasis on involvement of other • Tannenbaum and Schmidt suggest: • An increasingly feminine manner of leadership

18. Sex Differences in Leader Behavior & Effectiveness • Stereotypical differences favoring men • Differences are acknowledged • Masculine traits make one better suited for management • Stereotypical differences favoring women • Differences are acknowledged • Feminine traits make one better suited for management • No differences

19. Sex Differences • Women rate higher on: • Democratic leadership • Transformational leadership dimensions • Contingent reward dimension (transactional) • These attributes contribute to effectiveness as leaders • Men rated higher on: • Active and passive management by exception • Laissez-faire leadership • Passive management by exception and laissez-faire leadership are negatively associated with effectiveness

20. Promoting Effective Leadership

21. Chapter 6 Terms • Think manager – think male/masculine idea • Task style • Interpersonal style • Democratic style decision making • Autocratic style decision making • Situational leadership theory • Tannenbaum & Schmidt’s leadership theory • Transformational leaders • Transactional leaders • Laissez-faire leadership • Stereotypical differences favoring men • Stereotypical differences favoring women • No stereotypical difference