At the end of the road? On differences between women and men in leadership behaviour

Andersen, Jon Aarum; Hansson, Per

doi:10.1108/01437731111146550

Cited by 43 publications

(27 citation statements)

References 38 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This is because of the leadership style followed by them, which is more democratic and participative. Challenges which arise out of the organization structure, its culture or within the operating environment may be the reason behind this slow progress (Mwangi, 2012) since there is not any significant behavioural difference between male and female managers (Andersen & Hansoon, 2011). Women face inequality in the form of pay and promotions (Elmuti & Heather, 2009).…”

Section: Discussion and Managerial Implicationsmentioning

confidence: 99%

“…This is reflective of the fact that on the one hand a woman's entry is relatively large but their career growth path is very slow (Gupta, Koshal, & Koshal, 1998). Challenges which arise out of the organization structure, its culture or within the operating environment may be the reason behind this slow progress (Mwangi, 2012) since there are not any significant behavioral differences between male and female managers (Andersen & Hansoon, 2011). Women face discrimination at work place in terms of pay and promotion.…”

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

Challenges of Women Employees in Managerial Cadre in Indian IT, Civil and Electronics Industry: An Analysis

Misra¹,

Sirohi²

2019

AABFJ

View full text Add to dashboard Cite

India was ranked 120th by World Bank from a list of 131 countries as far as female workforce participation in 2017 is concerned (Venkatesh, 2017). Looking at it from a demographic level, there are only a few states which have a women workforce larger than the men workforce. The low percentage of working women is both a social and economic loss. According to a survey, it was seen that working women form an integral part of the junior management level comprising 16%, while women comprise only 4% each at the middle and senior levels and as far as organizational leadership positions (CEOs) are concerned they represent only 1%. This suggests that that women's entry is proportionately large but their progression is very slow (Center for Social Research, 2009). Interestingly, there has been little research done in India around the impact of the challenges that women employees in the managerial cadre face which subsequently has a negative influence on their productivity and efficiency. During the course of this research, external factors such as the glass ceiling, discrimination at the work place, unfriendly organizational policies or internal factors like work-life balance, personal capability and perception and family and also societal factors were identified which present a challenge for women employees. The study aims to investigate the impact of these factors on women employees in terms of their efficiency and productivity (Jamali D. , 2006). The research would be conducted for women employees in the managerial cadre in the IT, Civil and Electronics sectors across the country.

show abstract

Section: Discussion and Managerial Implicationsmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Challenges of Women Employees in Managerial Cadre in Indian IT, Civil and Electronics Industry: An Analysis

Misra¹,

Sirohi²

2019

AABFJ

View full text Add to dashboard Cite

show abstract

“…A study by Andersen and Hansson (2011) explored behavioral differences between women and men in managerial positions. To eliminate any effects of organizational differences on motivation-based behavior, the study included only public managers responding to the instrument.…”

Section: Power Motivation Of Women and Men In Managerial Positionsmentioning

confidence: 99%

Managers’ Motivation Profiles: Measurement and Application

Andersen

2018

SAGE Open

View full text Add to dashboard Cite

One approach in leadership research describes the behavior or behavioral pattern of managers and explains the reasons for the behavior. The ambition is also to predict the consequences of managerial behavior on organizational outcomes. Managerial psychology has a great deal of knowledge on motivation that can be used to enhance organizational effectiveness (Stone, 2010). The study of motivation-based behavior of formal leaders (managers) is part of this research tradition (e.g., Ebrahimi, 1996). A major contribution in the field of motivation linked to managers' motivation is the work of McClelland (1961, 1990). He holds a significant position in leadership research verified by the number of references in Bass (1990) and Yukl (2010). The three motivation factors highlighted in McClelland's theory are the needs for achievement, power, and affiliation. According to McClelland, it is not the achievement, affiliation, or power motivation in isolation that is of central importance. Rather, it is managers' comprehensive motivation profiles, that is, the relative strengths of these three kinds of motivation which are crucial. Leadership scholarship requires a test of the concept of "motivation profile" (McClelland & Burnham, 1976). To avoid instrument-dependent conclusions, leadership researchers also need an alternative instrument to the Thematic Apperception Test (TAT). The alternative instrument must (a) measure achievement, affiliation, and power motivation; (b) measure the relative strengths of these factors; (c) rest explicitly on McClelland's definitions, and indicators; and (d) be designed to measure the work motivation of managers. Several instruments on motivation are available, but they do not measure the three motivation factors. They do not rest explicitly on McClelland's definitions and are not designed to measure work motivation in managerial settings (e.g.,

show abstract

“…According to Dr. Eagly's research, female managers tended to greater stress on communication, affiliation, and cooperation than men. Moreover, women had a more collective approach (Andersen and Hansson, 2011). Women intuitively notice which employees need more support and show more understanding (Kupczyk, 2009).…”

Section: Gender Differences In Leadershipmentioning

confidence: 99%

“…Results and conclusions remained unchanged (Eagly and Johannesen-Schmidt, 2001). A contradictive study indicates that the only difference between male and female leadership lies in the decision-making process, while differences in other areas such as task orientation, motivation, and leadership styles are not significant enough to warrant any statement that leadership varies between genders (Andersen and Hansson, 2011). Moreover, research by Kent and Schuele has proven no distinction when it comes to transformational and transactional leadership between male and female leaders (Kent and Schuele, 2010).…”

Section: Gender Differences In Leadershipmentioning

confidence: 99%

Gender Differences in Leadership

Górska

2016

SiM WZ UW

View full text Add to dashboard Cite

The following study presents preliminary research into leadership differences between men and women. This research study is preliminary in character and is intended to initiate a discussion on the impact of gender as a factor in leadership style. Data analysis from a pilot study suggests that differences do exist, but does not provide information as to their source. Further research is needed to answer that question. Ró nice w zarz dzaniu mi dzy kobietami a m czyznamiPoni sza praca przedstawia badania dotycz ce mo liwych ró nic w sposobie przywództwa mi dzy kobietami a m czyznami. Badanie ma charakter wst pny i ma na celu zainicjowanie dyskusji na temat wp ywu p ci jako czynnika wp ywaj cego na przywództwo. Analiza danych z badania pilota owego sugeruje, e ró nice istniej , natomiast nie odpowiada na pytanie co jest ich ród em. Aby odpowiedzie na to pytanie, konieczne s dalsze badania. S owa kluczowe: zarz dzanie, ró nice, p e .

show abstract

At the end of the road? On differences between women and men in leadership behaviour

Cited by 43 publications

References 38 publications

Challenges of Women Employees in Managerial Cadre in Indian IT, Civil and Electronics Industry: An Analysis

Challenges of Women Employees in Managerial Cadre in Indian IT, Civil and Electronics Industry: An Analysis

Managers’ Motivation Profiles: Measurement and Application

Gender Differences in Leadership

Contact Info

Product

Resources

About