Gender Differences in Leadership

Górska, Anna M.

doi:10.7172/1733-9758.2016.20.10

Cited by 11 publications

(8 citation statements)

References 14 publications

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“…al., 2020;Salsabila et.al., 2021). Beberapa penelitian berpendapat perbedaan karakteristik dari dewan komisaris atau diversitas dewan memegang peranan penting dalam melakukan pengawasan terhadap tata Kelola perusahaan (corporate governance) (Rahayu dan Nugroho, 2014;Górska, 2016;Hassan dan Marimuthu, 2016;Sproten et al, 2018;Hamdani dan Hatane, 2017;Mintah dan Schadewitz, 2018;Issa et al, 2019;Saputra, 2019;Yogiswari dan Badera, 2019;Ramdhania et al, 2020;Putri, 2020;Putri, 2020;).…”

Section: Using Multiple Linear Regression Tests On Advertising Companies Listed On the Indonesia Stockunclassified

“…Keberagaman jenis kelamin dalam dewan komisaris merupakan bagian dari budaya organisasi yang mempengaruhi pola penugasan dan kepemimpinan (Górska, 2016). Pada banyak literatur menemukan bahwa komisaris wanita cenderung bertindak lebih detil, lebih spesifik, lebih mengutamakan intuisi dan perasaan, dibandingkan komisaris pria.…”

Section: Diversitas Jenis Kelamin Dewan Komisaris Dan Kinerja Perusahaanunclassified

“…Sehingga sedikit diversitasijenis kelamin dewan komisaris tersebut menjadi penyebab tidak berpengaruhnya pada kinerja keuangan, diperlukan memperbanyak keberadaan dewan komisaris wanita agar terjadi keseimbangan yang membuat adanya diversitas di dalam dewan komisaris. Karena ada diversitasijenis kelamin dewan komisaris, tidak memerlukan adanya dewan komisaris pria yang lebih memiliki ketegasan dan sifatnya yang lebih otoriter, tapi diperlukan dewan komisaris wanita yang lebih demokratis memberikan kebebasan pada bawahan (Górska, 2016). Adanya keseimbangan antara dewan komisaris wanita dan pria yang menandakan adanya diversitasijenis kelamin dewan komisaris baik, diharapkan dapat memberi efek pada kinerja keuangan.…”

Section: Hasil Dan Pembahasanunclassified

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Diversitas Dewan Komisaris Pada Perusahaan Digital Kreatif Dan Kinerja Keuangan

Hernawati

Sari

2022

JEB

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Perusahaan periklanan pada era industry 4.0 dan era society 5.0 menghadapi tantangan yang berat, di era digital dan era social media dimana makin banyak penyedia konten kreatif dan iklan, yang dapat dimasuki oleh individu seperti selebgram dan youtuber dan tidak menjadi dominasi perusahaan besar saja. Hal ini menjadikan manajemen perusahaan periklanan perlu melakukan transformasi dan berbagai langkah strategis untuk meningkatkan daya saing agar mampu bertahan. Dalam mengambil keputusan strategis, pengawasan yang efektif dari dewan komisaris memegang peraran penting agar selaras dengan kepentingan pemegang saham. Penelitian ini bertujuan untuk menginvestigasi pengaruh diversitas dewan komisaris terhadap kinerja keuangan. Menggunakan uji regresi data panel pada perusahaan periklanan yang terdaftar di BEI tahun 2017-2019, hasil penelitian ini membuktikan bahwa diversitas pendidikan dan diversitas pengalaman dewan komisaris berpengaruh terhadap kinerja keuangan. Penelitian ini memberikan kontribusi bahwa untuk perusahaan periklanan terbukti secara empiris dipengaruhi oleh diversitas dewan komisaris meliputi aspek pendidikan dan pengalaman.

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Section: Using Multiple Linear Regression Tests On Advertising Companies Listed On the Indonesia Stockunclassified

Section: Diversitas Jenis Kelamin Dewan Komisaris Dan Kinerja Perusahaanunclassified

Section: Hasil Dan Pembahasanunclassified

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Diversitas Dewan Komisaris Pada Perusahaan Digital Kreatif Dan Kinerja Keuangan

Hernawati

Sari

2022

JEB

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“…Therefore, in social perception, effective leadership is identified with masculinity, and men are indisputably predisposed to perform managerial roles. As a consequence, women are considered incapable of performing managerial roles, and their leadership style is associated with lower effectiveness (Górska, 2016). In addition, women in managerial positions have to face the conflicting expectations placed on them (Newport, 2001).…”

Section: The Ideal Leader and The Gendermentioning

confidence: 99%

Stereotypes in Management – Does Leadership Have a Gender?

Wójtowicz¹

2021

HSS

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The aim of this article is to indicate the role of gender stereotypes in management and their significant impact on the perception of leaders and on the management styles of organizations, depending on the gender of the leader. Although the topic has been explored by researchers and practitioners for years, it still seems important from the perspective of leaders' career paths. In this context, the present article attempts to review and analyze the past literature on gender stereotypes and their differences, similarities, and perceptions in relation to leadership styles. Research shows that gender patterns influence the perception of leaders by employees, as well as by leaders themselves. Women and men in managerial positions tend to perform their roles differently, the reasons for this being attributable to the internalization of gender roles defined by gender stereotypes. Therefore, it is critical for organizations to incorporate gender diversity management in the workplace.

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“…Women react more emotionally than men do, especially in negative situations. So, when an immediate response is required, men react by action whereas a women's reaction is to feel (Gorska, 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

Gender Differences in Decision-making and Leadership: Evidence from Armenia

Minasyan

Tovmasyan

2020

BEL

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This paper summarizes the arguments and counterarguments within the scientific discussion on the issue of gender differences in decision-making and leadership positions. The main purpose of the research is to find out if there are gender differences in decision-making styles, career development, and leadership and reveal the main causes. A systematization of literary sources on the issue of gender differences in the decision-making process indicates that there are real differences: women are more sensitive, men are overconfident, men tend to be leaders more than women. Investigation of the topic proves that in leadership positions men are promoted more than women are, also there is a pay gap between genders. Analysis in the paper is carried out in the following logical sequence: the statistical data available has been analyzed, and then a survey is done, which reveals some issues of gender differences in leadership and decision-making in workplaces in Armenia. Based on the generalization of the results, the differences in decision-making are determined and the corresponding conclusions are drawn. Methodological tools of the research methods were analysis and synthesis of the available data, survey, and statistical methods: cross-tabulation with Pearson Chi-square testing, which proves that there are significant relationships between some factors. The paper presents the results of an empirical analysis, which shows that in Armenia women and men make decisions differently, women have fewer opportunities for career promotion. The survey reveals that women make decisions in groups, men – alone. The main characteristics of women during the decision-making process are: analytical thinking, consulting, honesty, and intuitive thinking. Also, the workers, lower and middle-level managers make decisions mainly in groups, high-level managers – alone. The survey also reveals the main reasons why men are appointed to leadership positions and the main stereotypes that hinder women’s career advancement. The results of the research can be useful for state bodies, labor markets, organizations, educational institutions, researchers, etc. Keywords: gender, inequality, decision-making, leadership, Chi-square testing, survey, gender differences.

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Gender Differences in Leadership

Cited by 11 publications

References 14 publications

Diversitas Dewan Komisaris Pada Perusahaan Digital Kreatif Dan Kinerja Keuangan

Diversitas Dewan Komisaris Pada Perusahaan Digital Kreatif Dan Kinerja Keuangan

Stereotypes in Management – Does Leadership Have a Gender?

Gender Differences in Decision-making and Leadership: Evidence from Armenia

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