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Should they learn to interrupt? Workplace communication strategies Australian women managers forecast as effective

Should they learn to interrupt? Workplace communication strategies Australian women managers... The paper discusses some gender debates in linguistic behaviour and suggests how scenario‐based research techniques may contribute. It then presents a survey‐based study of 157 Australian female, organisationally senior, managers. For each of three workplace communication dilemmas, participants evaluated a series of strategic responses, indicating both how effective and how probable they thought the responses were. Despite the participants’ seniority and confidence as communicators, their evaluation of the strategies often varied with whether they believed the communication strategist in the scenario was male or female. This suggests that even confident, organisationally senior women still maintain some traditional gender‐based ideas about good communication. Despite this, the participants’ own preferred communication strategies did not vary with their seniority or their confidence in expressing opinions. The study's theoretical and practical implications and some limitations are discussed, together with topics for further research. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Women in Management Review Emerald Publishing

Should they learn to interrupt? Workplace communication strategies Australian women managers forecast as effective

Mary Barrett
Women in Management Review , Volume 19 (8): 13 – Dec 1, 2004
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References (50)

Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0964-9425
DOI
10.1108/09649420410570207
Publisher site
See Article on Publisher Site

Abstract

The paper discusses some gender debates in linguistic behaviour and suggests how scenario‐based research techniques may contribute. It then presents a survey‐based study of 157 Australian female, organisationally senior, managers. For each of three workplace communication dilemmas, participants evaluated a series of strategic responses, indicating both how effective and how probable they thought the responses were. Despite the participants’ seniority and confidence as communicators, their evaluation of the strategies often varied with whether they believed the communication strategist in the scenario was male or female. This suggests that even confident, organisationally senior women still maintain some traditional gender‐based ideas about good communication. Despite this, the participants’ own preferred communication strategies did not vary with their seniority or their confidence in expressing opinions. The study's theoretical and practical implications and some limitations are discussed, together with topics for further research.

Journal

Women in Management Review – Emerald Publishing

Published: Dec 1, 2004

Keywords: Women workers; Gender; Communication; Information strategy; Australia

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