Gender, Diversity and Working Styles

Gender, Diversity and Working Styles Presents evidence from a research study into the impact of gender on management styles, using repertory grid as a methodology. Generalized differences were identified in the approaches of women and men to definition of the job, overall style, decision making and interpersonal relationships. Men had greater visibility to other men, while a broader insight was offered by women interviewees into the women managers′ approaches. In the context of patriarchal power relations, in which masculinity is defined as opposite and superior to femininity, feminine working styles are perceived as less effective in organizations, while masculine attributes tend to be regarded as normatively the way to manage. Such values can imbue recruitment, selection and development practices with gender bias. Recent management and leadership theory has advocated the value of a people‐centred approach, which traditionally and stereotypically has been associated with women. This might appear to open up opportunity for women. Concludes that there is a need to be alert to a redefinition of patriarchal relations as men seek to maintain status. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Women In Management Review Emerald Publishing

Gender, Diversity and Working Styles

Women In Management Review, Volume 9 (1): 8 – Feb 1, 1994

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Publisher
Emerald Publishing
Copyright
Copyright © 1994 MCB UP Ltd. All rights reserved.
ISSN
0964-9425
D.O.I.
10.1108/09649429410050971
Publisher site
See Article on Publisher Site

Abstract

Presents evidence from a research study into the impact of gender on management styles, using repertory grid as a methodology. Generalized differences were identified in the approaches of women and men to definition of the job, overall style, decision making and interpersonal relationships. Men had greater visibility to other men, while a broader insight was offered by women interviewees into the women managers′ approaches. In the context of patriarchal power relations, in which masculinity is defined as opposite and superior to femininity, feminine working styles are perceived as less effective in organizations, while masculine attributes tend to be regarded as normatively the way to manage. Such values can imbue recruitment, selection and development practices with gender bias. Recent management and leadership theory has advocated the value of a people‐centred approach, which traditionally and stereotypically has been associated with women. This might appear to open up opportunity for women. Concludes that there is a need to be alert to a redefinition of patriarchal relations as men seek to maintain status.

Journal

Women In Management ReviewEmerald Publishing

Published: Feb 1, 1994

Keywords: Equal opportunities; Leadership; Management styles; Repertory grid; Sex discrimination; Women

References

  • The Turning Point
    Capra, F.
  • The Personality of UK Managers: 16PF Norms for Short‐listed Managers
    Bartram, D.
  • A Repertory Grid Analysis of Supervisory Jobs
    Smith, M.

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