Women & Men in Management Chapter 6 – Leading People

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

Leader Preferences

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

Leader Stereotypes Virginia Schein, 1970s More recently 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”

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

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

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

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

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

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

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

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

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

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

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

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

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 Feminine traits make one better suited for management No differences

Sex Differences Women rate higher on: Men rated 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

Promoting Effective Leadership Recommended Actions to Promote Equal Leadership and Effective Roles 1. Confront prejudices against leaders on the basis of their sex. 2. Evaluate leaders on the basis of task accomplishment, group cohesiveness, and development of subordinates for future roles. 3. Publicize qualifications of individuals assigned to leader positions. 4. Develop the capabilities of all individuals to play leader roles. 5. Create conditions that give leaders of both sexes equal chances to succeed. 6. Confront beliefs that you do not have what it takes to be a great leader and prove them wrong. 7. If you are the first woman to hold a particular leader position, take advantage of being seen as a symbol of change.

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