Male and Female Managers: Self-Concept, Success, and Failure

Gender and the effectiveness of leaders: A meta-analysis.

“…114–115), and (b) ratings of nine managerial abilities such as decisiveness, leadership, and organizing and planning, given on nine scales anchored by outstanding and poor (Friedman, 1981, p. 67). Effort or motivation to perform well: Examples include (a) agreement ratings on 12 motivational items such as “I like to start work on new things” and “I become discouraged easily in my work” (Waetjen, Schuerger, & Schwartz, 1979, p. 89) and (b) ratings of the effort managers “put forth on the job” on a scale anchored by slightly below that of others to far exceeds that of others (Renwick, 1977, p. 407). Other or mixed: Examples include (a) frequency and intensity of feeling reported on the personal accomplishment subscale of the Maslach Burnout Inventory (Maslach & Jackson, 1981), which assesses “feelings of competence and successful achievement in one's work with people” (Caccese & Mayerberg, 1984, p. 281); (b) subordinates' ratings of their own performance on two items anchored by excellent and poor (Terborg & Shingledecker, 1983, p. 817); and (c) supervisors' ratings of their subordinates' performance in six areas such as “motivation to work hard,” “potential for promotion,” and “overall performance” on scales anchored by outstanding and very poor (Kipnis & Schmidt, 1988, p. 535).…”

“…Effort or motivation to perform well: Examples include (a) agreement ratings on 12 motivational items such as “I like to start work on new things” and “I become discouraged easily in my work” (Waetjen, Schuerger, & Schwartz, 1979, p. 89) and (b) ratings of the effort managers “put forth on the job” on a scale anchored by slightly below that of others to far exceeds that of others (Renwick, 1977, p. 407).…”

Homens e Mulheres da Geração Y e suas Âncoras de Carreira

“…Alguns estudos (p. e., ARAUJO; CORREA; WOLTERS, 2016;WHITMARSH;WENTWORTH, 2012;CHUSMIR;KOBERG;MILLS, 1989;KIRCHMEYER, 1998;HERRBACH;MIG-NONAC, 2012) sugerem que, pelo fato de homens e mulheres serem criados de maneiras diferentes, suas experiências, valores e perspectivas em relação à carreira também podem ser diferenciados. Já outros autores (p. e., SCORZAFAVE; MENEZES- FILHO, 2001;FAVERO;HEATH, 2012;CHANLAT, 1995;WAETJEN;SCHUERGER;SCHUWARTZ, 1979) acreditam que a entrada maciça das mulheres no mercado de trabalho, a partir da década de 70, com a busca por maior qualificação profissional e o desafio das estruturas que limitavam sua capacidade, podem contribuir para a redução dessas diferenças de sexo.…”