Gender differences in leadership – believing is seeing: implications for managing diversity

Gender differences in leadership – believing is seeing: implications for managing diversity Purpose – Are there “really” gender differences in leadership? Do beliefs regarding gender differences in leadership differ across cultures? And how do these beliefs influence diversity management? This article aims to demonstrate how different beliefs regarding gender differences and leadership can influence company diversity policies and initiatives. Design/methodology/approach – First, the authors review the research evidence on the relationship between gender and leadership. Then they explore the effects of gender stereotyping. Furthermore, they consider the role of culture on these beliefs. This review serves as the foundation for the discussion of three different perspectives regarding gender and leadership: gender‐blind; gender‐conscious; and perception‐creates‐reality (or believing is seeing). Findings – Adhering to these different paradigms can influence actions taken to managing diversity and human resource policies. Revealing these different paradigms can help companies and managers reassess their diversity practices. Originality/value – The paper discusses issues that are of interest to all levels of managers. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Equality, Diversity and Inclusion: An International Journal Emerald Publishing

Gender differences in leadership – believing is seeing: implications for managing diversity

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Publisher
Emerald Publishing
Copyright
Copyright © 2010 Emerald Group Publishing Limited. All rights reserved.
ISSN
2040-7149
DOI
10.1108/02610151011067504
Publisher site
See Article on Publisher Site

Abstract

Purpose – Are there “really” gender differences in leadership? Do beliefs regarding gender differences in leadership differ across cultures? And how do these beliefs influence diversity management? This article aims to demonstrate how different beliefs regarding gender differences and leadership can influence company diversity policies and initiatives. Design/methodology/approach – First, the authors review the research evidence on the relationship between gender and leadership. Then they explore the effects of gender stereotyping. Furthermore, they consider the role of culture on these beliefs. This review serves as the foundation for the discussion of three different perspectives regarding gender and leadership: gender‐blind; gender‐conscious; and perception‐creates‐reality (or believing is seeing). Findings – Adhering to these different paradigms can influence actions taken to managing diversity and human resource policies. Revealing these different paradigms can help companies and managers reassess their diversity practices. Originality/value – The paper discusses issues that are of interest to all levels of managers.

Journal

Equality, Diversity and Inclusion: An International JournalEmerald Publishing

Published: Sep 16, 2010

Keywords: Gender; Leadership; Human resource management; Cross‐cultural management

References

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