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Female Managers (female + managers)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	33%

Selected Abstracts

Gender Differences in Perceived Disciplinary Fairness

GENDER, WORK & ORGANISATION, Issue 3 2004
Nina D. Cole
This exploratory study coded and analysed 120 behaviours on videotaped data of 111 male and 30 female managers engaged in disciplinary discussions with one of their unionized employees. Four categories of behaviour were coded: non-verbal communication, speech characteristics, leadership and interactional justice. A factor analysis of the results generated 14 factors, ten of which were correlated with experts' ratings of disciplinary fairness. Female managers exhibited significantly higher levels of seven of the ten behavioural factors. Female managers also made more supportive interruptions than male managers and took more time for the disciplinary discussion, both of which were positively correlated with disciplinary fairness. The results suggest that leadership and communication styles commonly found in females may lead them to be better equipped than male managers to manage employee discipline situations. [source]

The Collaborative Network Orientation: Achieving Business Success through Collaborative Relationships

ENTREPRENEURSHIP THEORY AND PRACTICE, Issue 4 2008
Ritch L. Sorenson
This study presents a theoretical concept called the collaborative network orientation (CNO) and tests it using a sample of male and female small business owners. The CNO is based on (1) research that indicates female managers prefer to organize in cooperative network relationships and (2) conflict theory that indicates collaboration is preferred for both building relationships and achieving goals. Empirical tests revealed that female owners had a stronger preference for a CNO. A CNO was associated with business success for all owners, but it was significantly more positively associated with success for male business owners. [source]

Overcoming the Glass Barriers: Reflection and Action in the ,Women to the Top' Programme

GENDER, WORK & ORGANISATION, Issue 2 2008
Ulla Eriksson-Zetterquist
Numerous equality programmes have been launched with the aim of promoting a more gender equal work life, yet little substantial action has been reported. This article presents a study of the Women to the Top programme in Sweden, supported by the European Union (EU) and aimed at promoting more women into top management positions. The research suggests that large-scale projects assembling such heterogeneous actors as industry representatives, politicians and scholars tend to generate further reflection and discussion rather than promoting adequate and highly needed action. Drawing upon Brunsson's distinction between action rationality and decision rationality, the relatively modest effects of large-scale equality programmes are examined, not in terms of a lack of commitment or competence on the part of the participants but as a matter of the disjunction between reflection and action. Reconciling reflection and action, that is, emphasizing not only reflection on gender inequality but also privileging various forms of practical action (such as new policies, the appointment of female managers, restructuring gendered wage inequalities or new recruitment procedures), is therefore a top priority for policymakers desiring more substantial changes in the gendered outline of industry. [source]

Gender Differences in Perceived Disciplinary Fairness

Black and white women managers: Access to opportunity

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 2 2004
Linda M. Hite
This study explores the differing views of Black and White female managers regarding access to key career opportunities for White women and women of color. Items addressed include access to hiring, promotions, key assignments, salary increases, acknowledgment for work, and mentors. Access to each is described by comparing White women and women of color to one another, to White men, and to men of color. Chi-square analyses of survey responses from the 276 U.S. participants showed that most of the White respondents consistently perceived equal access to career opportunities for women of color. In contrast, most of the Black participants indicated that disparity exists in career opportunities available to women of color compared to White men and women. The implications of these results are discussed. [source]

MEN, WOMEN, AND MANAGERS: ARE STEREOTYPES FINALLY CHANGING?

PERSONNEL PSYCHOLOGY, Issue 4 2006
EMILY E. DUEHR
As the number of women in management roles increases and organizations place a greater emphasis on diversity, a subsequent change in perceptions of women as leader-like is expected. To test this notion, we examined gender and management stereotypes of male and female managers and students. Results reveal considerable change in male managers' views of women over the past 30 years, as evidenced by greater congruence between their perceptions of women and successful managers and stronger endorsement of agentic and task-oriented leadership characteristics for women. Stereotypes held by male students changed less, remaining strikingly similar to stereotypes held by male managers 15 years ago. Across samples, there was general agreement in the characteristics of managers but less agreement about the characteristics of women. We also found men somewhat less likely than women to attribute successful manager characteristics to women. Respondents with positive past experiences with female managers tended to rate women higher on management characteristics. [source]