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 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”

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
Feminine traits make one better suited for management
No differences

19. 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

20. 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.

21. 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