Think manager—think male: a global phenomenon?

Abstract

SummaryThe relationship between sex role stereotypes and characteristics perceived as necessary for management success was examined among 361 male and 228 female management students in Japan and the People's Republic of China. The results revealed that males and females in both countries perceive that successful middle managers possess characteristics, attitudes and temperaments more commonly ascribed to men in general than to women in general. These results were compared with previous studies done in the US., Great Britain and Germany, using the same Schein 92-item Descriptive Index, and similar samples and procedures. The comparison supports the view that 'think manager-think male' is a global phenomenon, especially among males. Regardless of country context, there was a strong and similar degree of managerial sex typing among male management students in all five countries. Among females, the managerial sex typing hypothesis was confirmed in every country except the US., in which men and women are seen as equally likely to possess requisite management characteristics. Unlike those of their male counterparts, the females' pattern of outcomes varied across countries, possibly a reflection of their respective opportunities for managerial participation. The implications of managerial sex typing as a global phenomenon are discussed.

A Qualitative Study of Faculty Members' Views of Women Chairs

“…14,[27][28][29][30][31][32][33] Rooted in the different social roles traditionally occupied by men and women is the implicit assumption that women will exhibit more behaviors and traits that fall under the rubric of ''communal'' and reflect primarily concern for others' welfare (e.g., kind, sympathetic, nurturing, and gentle), whereas men will exhibit more action-oriented ''agentic'' behaviors and traits (assertive, ambitious, forceful, and independent) 29,[34][35][36] As most leadership positions are also viewed as requiring agentic behaviors, this can lead to what Schein has termed the ''think-manager-think-male'' phenomenon 30,37,38 and what Eagly and Karau 14 have termed ''role congruity'' for men in leadership. These implicit assumptions result in more positive ratings of men being considered for or functioning in leadership positions 27,39,40 and simultaneously lower ratings of women (because of their role incongruity), even when accomplishments and credentials are identical.…”

Internal Medicine Residents' Perceived Ability to Direct Patient Care: Impact of Gender and Experience

“…Schein 7 named this the "think manager-think male" phenomenon and found cross-national support for its existence. 8 Furthermore, many controlled studies confirm that women who violate behavioral gender norms (e.g., highly assertive women or women in positions of authority) often suffer social penalties in the work place, such as being less liked or more personally derogated than equivalently successful men. [9][10][11][12] Residency is the first time during training that new physicians are thrust into a directive leadership role in which they must routinely assert influence.…”

Career Mobility in a Global Era: Advances in Managing Expatriation and Repatriation

“…The core argument in this literature may be paraphrased, in reference to the well-known dictum "think manager -think male" (Schein, 1973;Schein et al, 1996), i.e. : "think expatriate -think male" (Harris, 2002).…”