1 Gender Diversity

2 Difference In Management Skills Between Men & Women SkillGender Ranked Highest 1.Problem AnalysisMen 2.Conflict ManagementNo Difference 3.DelegatingNo Difference 4.CommunicatingWomen 5.Time ManagementWomen 6.Coaching and Developing Subordinates Women * summary of twelve studies

3 Differences In Leadership Style Between Men & Women Style Gender Ranked Highest 1.Providing More Challenges & Meaning to Subordinates Women 2.Using New Perspectives in Problem Solving Women 3.Advising Subordinates of What is Expected of Them Women 4.Rewarding Goal Performance Women 5.Wielding Power Based on their Position in the Firm Men 6.Taking Disciplinary Action Men * summary of twelve studies

4 Negotiation Activities Women perform better than men when the negotiation opportunities are unclear Women perform better than men when the negotiation opportunities are unclear

5 Obtaining A Mentor Women face more barriers than do men in obtaining a mentor Women face more barriers than do men in obtaining a mentor

6 Hitting The Glass Ceiling Women do so because they receive different developmental opportunities _____ Source: Three studies

7 New Perspective Going through the maze of leadership is a better metaphor than glass ceiling; Going through the maze of leadership is a better metaphor than glass ceiling; Glass ceilings have one barrier; Glass ceilings have one barrier;

8 New Perspective Passage through a maze requires: Passage through a maze requires: –Persistence –Awareness of one’s progress –Careful analysis of the paths lying ahead

9 Some Requirements For Women Seeking Leadership Positions Increasing socialization Increasing socialization Building professional networks Building professional networks

10 Management Interventions Make people aware of the biases toward female leaders; Make people aware of the biases toward female leaders; Work to dispel these prejudices; Work to dispel these prejudices;

11 Management Interventions Change the long-hours norm; Change the long-hours norm; Reduce the subjectivity of performance evaluations; Reduce the subjectivity of performance evaluations;

12 Management Interventions Use open-recruiting tools such as advertising and employment agencies rather than relying on informal social networks and referrals to fill positions; Use open-recruiting tools such as advertising and employment agencies rather than relying on informal social networks and referrals to fill positions; Ensure a critical mass of women in executive positions; Ensure a critical mass of women in executive positions;

13 Management Interventions Avoid having a sole female member of any team; Avoid having a sole female member of any team; Prepare women for “line” management jobs that have demanding assignments; Prepare women for “line” management jobs that have demanding assignments;

14 Management Interventions Have family-friendly human resource practices; Have family-friendly human resource practices; Encourage male participation in family- friendly human resource practices; Encourage male participation in family- friendly human resource practices;

15 Management Interventions Allow employees who have significant parental responsibilities to prove themselves worthy of promotion; Allow employees who have significant parental responsibilities to prove themselves worthy of promotion; Welcome women back; Welcome women back;

16 Thank You! Questions and Open Discussion

17 Thanks Daniel F.Jennings, PhD, PE Andrew Rader Professor of Industrial Distribution Program Director, Executive MID Degree Phone: (979)