...ASSIGNMENT 1 Critical Analysis Reading 4.4 "Any Difference? An Analysis of Gender and Divisional Management Styles in a Large Airline" In this reading 4.4, Sarah Rutherford - the author pointed out that there is never only one management style which is determined by organizational constraints rather than individual personality (according to Wajcman, 1988). This report will start with the analysis in management as masculine, followed by the research on the five different divisions in a large airline - Airco, including Cabin Services, Cargo, Marketing, Finance and Human Resources to find out whether women manage differently from men and in which ways that people think women will do the job of management differently from men. First of all, masculine management is considered as the preserve of men only. It is right to some extent that today men have been continuing to dominate the position of top management although there is a huge increase in women's participation in workforce. In the past, management was defined as something which concentrated on precision, objectivity, rationality and control - all characteristics associated with masculinity. According to the author, most industry and organizations were structured according to F.W. Taylor's The Principles of Scientific Management (1911) which also focused on impartiality, rationality, objectivity and the exclusion of feelings as well as emotions. Therefore, management is believed to be rooted in masculinity and being the...
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...Shar Robinson December 4, 2014 Management 5950 The Woman Manager Gender Does Not Constitute Effective Leadership Contents Day One, Class One 2 Thesis Paragraph 2 Statistics Prove Male Managers Are Preferred 3 The Attorney Verses the Teacher 3 Autocratic Transactional Verses Authoritarian Transformational 4 Effective Leadership Has No Gender 4 References 6 Gender Does Not Constitute Effective Leadership Day One, Class One Day one, class discussion opened up conversing about the woman leader. I listened objectively at the same time realizing, I am a woman leader with a woman manager. In spite of this, my Program Manager does not operate in excellence. When, I think about her being grandfathered into management, not having a degree and possibly feeling insecure about managing Counselor’s with degree’s; it bothers me that her male manager is laissez-fair. Mind you, the community I work in has a high turn-over rate, due to lower salaries than other programs and the challenging nature of the position. Nevertheless, employees must possess a Bachelor’s degree; yet, room for advancement is very slim. The program needs Residential Counselor’s to oversee the day to day responsibilities of its residents and ensure compliance of court orders. Thesis Paragraph The population is mostly African American, inner city youth who struggle with Bipolar Disease, ADHD; the trauma of molestation, rape, abusive backgrounds, absent parents, foster care, etc...
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...Deciphering Leadership Styles Based on Gender Jean Peterson Kirtland Community College PSY 260 Deciphering Leadership Styles Based on Gender Whether we choose to believe it or not, the gender roles that are placed on us by society affect our leadership styles and how we view the leaders in our lives. How many times have you stereotyped a person as a natural leader, or decided a certain individual didn’t know anything about leadership? Most of us do this naturally, without even considering the reasons behind it. The focus of this paper is to explain how gender affects our leadership styles and the variety of pieces that make this topic a complicated puzzle. It is obvious that in our society men are viewed as more equipped and capable leaders. This is mostly because men are perceived as the dominant sex in America. Male leaders are expected to be autocratic. Many people view this as a baseline when considering leadership styles. After all, who wants a leader who can’t make decisions? Male leaders are often defined as strong, arrogant, intelligent, ego-driven, bravado, powerful, dominant, assertive, focused, competitive, stubborn, physical, self-righteous, and direct (Cummings, 2005). Because of these adjectives that are stereotypically placed on male leaders, many tend to veer toward men when choosing an appropriate leader. Men have been viewed in the same manner for centuries, and the societal norms tend to be much less judgmental on male leaders. Even though...
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...Attitudes towards Gender and Leadership Effectiveness By: Claire Duthil Attitudes towards Gender and Leadership Effectiveness Abstract This paper seeks to review and discuss the roles of gender in leadership and how they are effective. As shown from previous overviews, the evidence for sex differences in leadership behavior is still mixed, yet it is clear that these sex differences have not vanished. Although we are in the 21st century, women face hardship every day in the workplace as leaders. It is argued that sex differences in leadership styles is one of the main reasons in which male and female leaders work with different styles. Organizational factors like sex-composition of the immediate working context and hierarchical level are important moderators of leadership styles. For example, women are more likely than men to lead in a style that is effective under contemporary conditions (Eagly, Carli, 2003). To contrast these claims, Veccho claims that "women have some disadvantages in typical leadership style but suffer some disadvantages from prejudicial evaluations of their competence as leaders, especially in masculine organizational contexts" (Veccho, 2002). All in all women are rising into leadership roles at all levels. Problem Statement The society has always been in a need of effective management and efficient leaders on top. The roles of leaders determine the course and successfulness of the processes in all walks of life. In times...
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... Dr. Cheryl Harrison FINAL PAPER TOPIC: Women and Leadership & Second Generation Gender Bias REASON FOR TOPIC: As a woman in the workforce, learning more about’ Women and Leadership’ will help me identify the challenges I potentially face in my leadership journey. https://hbr.org/2013/09/women-rising-the-unseen-barriers https://hbr.org/2013/09/women-rising-the-unseen-barriers Second-generation gender bias refers to practices that may appear neutral or non-sexist, in that they apply to everyone, but which discriminate against women because they reflect the values of the men who created or developed the setting, usually a workplace More than 25 years ago the social psychologist Faye Crosby stumbled on a surprising phenomenon: Most women are unaware of having personally been victims of gender discrimination and deny it even when it is objectively true and they see that women in general experience it. Many women have worked hard to take gender out of the equation — to simply be recognized for their skills and talents. Moreover, the existence of gender bias in organizational policies and practices may suggest that they have no power to determine their own success. For the purpose of this paper, I am interested in further exploring Women in Leadership The past two decades have seen notable progress for women in corporate America, as most forms of obvious gender discrimination have been eliminated and many companies have invested...
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...1 RACE, GENDER, & LEADERSHIP Race, Gender, & Leadership: What Impact Does Race and Gender have on Leadership Advancement for Women and Women of Color? Dawn MJ Hyman University of Baltimore 2 RACE, GENDER, & LEADERSHIP Introduction Race and gender disparities in public leadership still plague the workplace despite the continued growth of a more diverse demographic landscape. For women and women of color, this presents a unique challenge in their aspirations for leadership positions as well as how they are perceived and behave as leaders. We will examine leadership through the context of race and gender, discuss biases, perceptions and stereotypes, compare and contrast leadership experiences between women and women of color, review leadership behavior with regards to agency, and then complete the discussion with a summary and conclusion. 3 RACE, GENDER, & LEADERSHIP Race, Gender, & Leadership: What Impact Does Race and Gender have on Leadership Advancement for Women and Women of Color? Depending on the definer, leadership has taken on a host of various definitions – with most depicting the use of power, authority, and influence to promote the actions of others for goal achievement (Yukl, 2009). Early on, while studies have been conducted on men and leadership, women – particularly women of color – were excluded completely from this research until the 1970’s and 1980’s (Chemers, 1997). It’s critical to address the current scarcity of leaders...
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...Assessment item 1 - CriticalAnalysis Critical Analysis of Reading 4.5 – Gender Differences and similarities in the leadership styles and behavior of UK managers by Titus Oshagbemi and Roger Gill This report will critically analyze the article “Gender Differences and similarities in the leadership styles and behavior of UK managers” by Titus Oshagbemi and Roger Gill. It was published in the “Women in Management Review” Volume 18, Number 6, 2003 pages 288-298. This report will assess whether the authors of the article “Gender Differences and similarities in the leadership styles and behavior of UK managers” have used non-biased or biased evidence and approaches to evaluate their argument.The report will comment on the author’s choices of evidence and their creditability as well as their methods of obtaining information for their argument and would recommend improvements for future articles or for other writers. The authors attempts to identify the differences and similarities between the genders, male and female, in leadership styles and behavior for managers in the United Kingdom. The authors’ argues that there are significant differences between male and female. The authors’ first identify what other researchers have found by reviewing several literatures and then proceeding to obtain their own set of statistics. The statistics where obtained through a survey done in the United Kingdom then are thoroughly analyzed quantitatively before reaching a conclusion. The majority...
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...Social Science Leadership Style and Perception of Effectiveness: Enlightening Malaysian Managers Sharmila Jayasingam (Corresponding author) Faculty of Business and Accounting Universiti Malaya 50603, Kuala Lumpur, Malaysia Tel: 03-7967-3833 E-mail: sharmila@um.edu.my Moey Yoke Cheng KDU College Sdn. Bhd 32, Jalan Anson 10400 Penang E-mail: ycmoey12@yahoo.com Abstract In the past, the leadership style of Malaysian managers has been different from our Western counterparts due to strong cultural differences. However, with the advent of knowledge economy and the transformation of workforce, leadership style of Malaysian managers is said to be altered. This research explored the current state of leadership style among Malaysian managers and its effect on the perception of effectiveness. A survey method was employed and the data was drawn from subordinates who were working in private and public sectors in the Klang Valley area. When compared to past literature, the results imply that a shift has taken place primarily with regards to autocratic leadership. Respondents attributed leadership effectiveness to the use of participative and nurturant-task leader behavior. Gender differences were not significantly evident. Keywords: Malaysian managers, Leadership, Gender 1. Introduction Reading most Management textbooks would readily reveal that leadership is one of the four management function that needs to be assumed by any manager. Although numerous studies of effective leadership style for...
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...© 2008 AGI-Information Management Consultants May be used for personal purporses only or by libraries associated to dandelon.com network. Culture, Leadership; I Organizations E d W By Robert J. House University of Pennsykmia Paul J. Hanges University of M-md Mansour Javidan University of Calgary Peter W. Dorfman New Mexico State University Vipin Gupta Grand Valley State University SAGE Publications Publisher InternationalEducational and Professional Thousand Oaks London New Delhi G CONTENTS Foreword Harry C. Triandis Preface Robert J. House PART I: Introduction Robert J. House 1. Illustrative Examples of GLOBE Findings Robert J. House Increased Globalization of Business The Increased Importance of Sensitivity to Cultural Differences Differing Views and Conceptualizations of Leadership An Illustration of Differences and Cultural Practices Differences in Leadership Practices Plan of This Book xv xxi 1 3 4 2. Overview of GLOBE Robert J. House Mansour Javidan Major Questions Concerning the Effects of Cultures on the Practice of Leadership The Need for Cross-Cultural Leadership Theory and Research The GLOBE Research Program Leader Behavior and Attributes Qualitative Research Construct Definitions of Leadership and Culture GLOBE Operational Definition of Culture The GLOBE Conceptual Model The Integrated Theory Two Fundamental Cross-Cultural Issues The GLOBE Questionnaire Scales Phase 2 Hypotheses Strengths of the GLOBE Research...
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...Running head: DARK LEADERSHIP 1 Team Research Paper: Discovery of Women’s Dark Leadership Intro Leadership whether it is dark or integral, is the ability to influence individuals or groups toward the achievement of goals. Leadership, as a process, shapes the goals of a group or organization, motivates behavior toward the achievement of those goals, and helps define group or organizational culture. It is primarily a process of influence. The quality of leadership is a primary factor in the success or failure of any business. Individuals in positions of leadership have a direct influence on the level of commitment, motivation and performance of their organization. Leadership definitions on the other hand are simple statements that encapsulate the core beliefs, values, and attitudes a person holds towards leadership. This paper will explore the differences in leaders when it comes to ethics in leadership, transactional, transformational and spiritual leadership. Literature Review Ethics Research Ethics in all forms of leadership has emerged as a concern which has led to studies being completed in both academic literature and business press alike. These concerns are widespread in newspapers, magazines, internet and television broadcastings within multiple associations to include organizations, law, medicine and education. According to FirstSearch, 2002 there were over 1,000 scholarly and practitioner articles along...
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...over the last 30 years, specifically as it relates to whether gender impacts leadership effectiveness, has been broad and multi-faceted. Although, women represent fiftyone (51%) percent of the population and forty-six (46.5%) of the work force, they hold less than three (3%) of executive level positions in large Fortune 500 companies (Wan Ismail, 2012). Unfortunately, these percentages have not changed significantly in the last 10 years. While there is a general consensus among researchers that women encounter more barriers than their male counterparts when trying to climb the corporate ladder, there is much less consensus around men versus women’s behavioral and/or social patterns once they attain leadership positions within a company (Mohr, 2008). The question this literature review attempts to answer is how leadership styles are different between men and women and is one more effective than the other. The title of one research study says it all - Women “Take Care,” Men “Take Charge” (Prime, 2009). Historically, women have served in caregiver type roles (e.g. Teacher, Nurse, Fashion Designer) while men traditionally held more “take charge” roles (CEO, President, Armed Services). As women have expanded to other non-traditional roles, it has been difficult for them to overcome the stereotype that women are more effective at leadership roles that focus on nurturing behaviors while men are more effective at leadership roles that involve action-oriented behaviors. This perception...
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...Gender's Impact on Leadership in Organizations Abstract This paper put into perspective the impact of gender on organization leadership. The paper will mainly be looking at the factors that bring about the gender disparities when it comes to leadership in organizations. It also seeks to understand the development of leadership in late 19th century and in the early 20th century. It looks at theories like The great man theory which believes leaders are born and not made and the situational theory which states that leaders are molded in conformity with their environment. All these theories are aimed at understanding how the organization leadership was shaped, and the role played by gender in their formation. The paper also looks at the mitigating factors that inform gender in leadership. The paper also looks at the issue of leadership techniques employed by both genders. It analyzes the effectiveness of both the techniques and how they affect the overall performance of the organization. Some of the difficulties confronted by women in organization leadership include confidence, excessive scrutiny, lack of sponsors and mentors for women. Other include career paths that lack empathy for women needs while in leadership, gender biases, leadership identity and lack of networking ability. The paper is not exhaustive in its mandate to tackle all the issues concerning organizational leadership. Issues like gender-based management can still be explored in future research papers. This paper...
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...Leadership: Women Make Better Leaders than Men Jay Wilson April 7, 2013 Leadership: Women Make Better Leaders than Men Abstract Men still run the world, but many recent studies indicate that the world might be in better shape if women were more often in charge. Women’s approach to leadership may be more effective than men’s. Several literatures prove that women behave differently as leaders because of the demands society places on them and their internalization of those demands. Because people tend to be less willing to tolerate a tough, authoritarian, and unfeminine style in women, they tend to take a more democratic and collaborative approach. Although women continue to face immense challenges in getting to the top, there is empirical evidence that suggest considerable progress being made toward gender parity in both the private and public domain. Toward this end, his paper agues that though men continue to hold a supper majority of leadership positions, women being both transformational and transactional leaders, make better leaders than men. Keywords: women leadership; gender; transformational; transactional INTRODUCTION For a long time now, men have held every major leadership role in the world than women. Does society ever pause for a moment to wonder what the world would look like if women were in position of leadership? Although this concept may seem far fetched, indeed the world and time is changing considerably...
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...1. Ethical leadership Ethical leadership is leadership that is directed by respect for ethical beliefs and values and for the dignity and rights of others it is thus related to concepts such as trust, honesty, consideration, charisma and fairness. Ethical leadership as the process of influencing people through principles, values and beliefs that embrace what we have defined as right behavior. Example: tom is the director of an organization that provides services to people who are homeless. One day several boxes of stylish new sweaters are donated to the organization from a popular clothing store. The staff is very excited and starts sorting through the clothes and trying on different sweaters. An unethical leader will allow her and the staff to select what they want from the boxes before making them available to clients. An ethical leader reminds everyone, including her, that the donations were intended for clients and makes the sweaters immediately available to the people they serve. 2. Leadership training program Training programs are widely used to improve leadership in organizations. Mostly large organizations have their own management training programs to trained managers. The training is usually designed for middle level managers for top management, and there is usually more emphasis on skills needed by managers in their current position than on skills needed to prepare for promotion to higher promotion. Training programs depends on how well they are designed some...
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...Being global is not just about where you do business.Robert J. House, The Wharton School GLOBE Principal Investigator | GLOBE is the acronym for “Global Leadership and Organizational Behavior Effectiveness,” a 62-nation, 11-year study involving 170 researchers worldwide. The GLOBE Project was introduced in my first article (click here). In this third article, I will overview GLOBE’s findings about how business values and practices vary across nations and cultures. Cultural Dimensions, the Measuring Rods of Cross-Cultural ResearchAs I explained in my first article, the first major question addressed by the GLOBE researchers was which measurement standards to use so that they could be precise about the similarities and differences among numerous societal and organizational cultures. After a thoroughgoing literature review as well as two pilot studies, the team identified nine "cultural dimensions" that would serve as their units of measurement, or (in research language) "independent variables."Cultural dimensions have been around as long as the field of intercultural research (i.e., since the early 1960s). They provide concepts and terminology that enable all of us to become aware of, to measure, and to talk knowledgeably about the values and practices found in a human culture – and about the similarities and differences among human cultures. What exactly is a cultural dimension? It’s a concept that is depicted graphically as a continuum. In most cases, only the...
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