Training women for management: changing priorities

Larwood, Laurie; Wood, Marion M.

doi:10.1108/02621719510078894

Cited by 8 publications

(4 citation statements)

References 13 publications

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“…Although the importance of the people management competency for middle managers is often stressed, the specific relationship between this particular competency on the one side, and the competencies of task and self-management on the other side, is not made explicit. Given this degree of uncertainty, it was believed that the present study Earlier reference to the work of Adler (1994), Betters-Reed and Moore (1995), Blanchard (1989), Hofmeyer (1990), Larwood and Wood (1995), Lewis and Fagenson (1995), Mbigi (1994) and others further suggested that gender differences might exist in terms of managerial styles, managerial preferences and required managerial competencies. Although emphasis is placed on the importance of the interpersonal or people-related dimensions of managerial competence for females in particular, the specific relationship between this competency on the one side, and the competencies of task and self-management on the other side is again not made explicit.…”

Section: Focus Of the Studymentioning

confidence: 72%

Management perceptions of competencies essential for middle managers

2004

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The momentous changes that have occurred throughout the world over the past decades -the overall economic decline, globalisation, the rapid advances in information technology, looming social disasters such as HIV/AIDS, wide-spread famine, wars and profound political developments across the globe -are enormous by any standard. What is perhaps not always appreciated is that these changes have forever transformed the environment within which organisations have to function (McLagan, 1992: Nel;. These changes, in turn, require that everyone needs to undergo significant transformation of the ways in which they used to operate. Within an organisational context, it appears crucial to develop competent managers who can be entrusted with the responsibility to transform their organisations accordingly. Boyatzis (1982) maintained that it is the competence of managers that, to a large extent, determines the returns that organisations realise from their human capital. Managementespecially middle management -creates the vital link between the desired economic progress, the required organisational effectiveness and the actual performance of the people involved (Labbaf, Analoui & Cusworth, 1996;Miller, 1991).It is clear that management as a process is becoming increasingly dynamic and complex. Middle management in particular comes under enormous pressure to deal with the ever-changing direction from top management on the one hand, and the continuously changing aspirations of society on the other hand. In addition, the immediate organisational environment within which the middle manager has to fulfil his role has also undergone significant changes. Modern day information technology has made information easier to access and share, replacing the middle manager's role as a link in the communication chain. Flatter organisation structures, outsourcing, empowerment and dwindling numbers of middle managers have further transformed the corporate model of management of the past (Galagan, 1990). Job security is being replaced by continuous employability, which is only possible if the skills, knowledge and experience of the person remain up to date (Carretta, 1992).Given the crucial role of the middle manager and the challenges facing this level of management in particular, a key question evolves: What competencies are crucial or essential for middle managers to survive and be effective in these challenging times?Although research over the past two decades has contributed some wisdom as to the competencies required of managers in general (Bennis & Nanus, 1985;Bollinger, 1994;Bounds & Dobbins, 1993;Boyatzis, 1982;Davison, 1994;Hite & McDonald, 1995;Kouzes & Posner, 1995;Rhinesmith, 1993;Rost, 1991; Saville & Holdsworth Ltd. (SHL), 1993;Senge, 1993), conceptual understanding of the particular relationship between management at the top, middle and operational levels is far from clear. Whilst it has been argued that middle management may need a different set of, or emphasis on, specific competencies (Chang, 1996;Ishizaka, 1996), limited literat...

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Section: Focus Of the Studymentioning

confidence: 72%

Management perceptions of competencies essential for middle managers

2004

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“…Social factors are the assumptions, prejudgments, and assessments against women (Baumgartner & Schneider, 2010;Boone, Veller, Nikolaeva, Keith, & Houran, 2013;Karaca, 2007). Larwood and Wood's (1995) reports based on the interviews with senior female executives shows that they still have a naive belief that having a good education, hard work, and spending enough effort will let them get ahead at higher levels. They believe that men colleagues do not concern about the company's success and are successful to use networks and policy tactics to make advance in their career.…”

Section: The Literature Reviewmentioning

confidence: 99%

The relationship between glass ceiling and power distance as a cultural variable by a new method

Jahangirov¹,

Ari²,

Jahangirov³

et al. 2015

IJOL

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Glass ceiling symbolizes a variety of barriers and obstacles that arise from gender inequality at business life. With this mind, culture influences gender dynamics. The purpose of this research was to examine the relationship between the glass ceiling and the power distance as a cultural variable within organizations. Gender variable is taken as a moderator variable in relationship between the concepts. In addition to conventional correlation analysis, we employed a new method to investigate this relationship in detail. The survey data were obtained from 109 people working at a research center which operated as a part of the nonprofit private university in Ankara, Turkey. The relationship between the variables was revealed by a new method which was developed as an addition to the correlation in survey. The analysis revealed that the female staff perceived the glass ceiling and the power distance more intensely than the male staff. In addition, the medium level relation was determined between the power distance and the glass ceiling perception among female staff.

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“…Leadership in many organizations is still a male-dominated group, and power relationships in organizations are shaped to traditional male paradigms (Carmichael, 1995;Davidson & Ferrario, 1992;Kolb, 1997;Morrison, White, Van Velsor, & Leadership, 1992). Assumptions about characteristics that are typically associated with men and women carry over into the area of interpersonal skills so that feminine sex-linked behaviors are not regarded in a favorable light (Bem, 1994;Konrad & Cannings, 1997;Larwood & Wood, 1995;Reavley, 1989;Tannen, 1995). Male behavior patterns are more valued than feminine characteristics in the workplace (Helgesen, 1995;Hudak, 1993;Kanter, 1977;Powell, Posner, & Schmidt, 1984), creating potential barriers to the transfer of newly learned interpersonal communication skills and behavior to the workplace because trainees may see them as undesirable and ineffective.…”

Section: Effect Of Sex-typed Thinking As An Individual Difference In mentioning

confidence: 99%

The Effect of Gender on Thetransfer of Interpersonal Communication Skills Training to the Workplace: Three Theoretical Frames

O’Neill¹,

Hansen

May

2002

Human Resource Development Review

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Scholarly interest continues to grow in the complexities of training transfer, resulting in new models and instrumentation. New models enable expanded research efforts into the variable of individual differences and its effects on motivation to transfer. One individual difference that may influence subsequent transfer for certain types of training, such as interpersonal communication skills, is sex-typed thinking. This article linkssex-typed thinking to current transfer models and examines the origin of sex-typed thinking and its possible effect on transfer by integrating three theoretical frames: cultural orientation, gender schema theory, and social role theory. Implications for research and practice are also discussed.

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Training women for management: changing priorities

Cited by 8 publications

References 13 publications

Management perceptions of competencies essential for middle managers

Management perceptions of competencies essential for middle managers

The relationship between glass ceiling and power distance as a cultural variable by a new method

The Effect of Gender on Thetransfer of Interpersonal Communication Skills Training to the Workplace: Three Theoretical Frames

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