Chapter 6 – Leading People. Consider preferences for male vs. female leaders Compare stereotypes of leaders with gender stereotypes, and any change.

Women & Men in Management Chapter 6 – Leading People

Consider preferences for male vs. female leaders

Compare stereotypes of leaders with gender stereotypes, and any change over time

Review attitudes toward female leaders Investigate whether female and male

managers differ in behavior and effectiveness

Consider action to promote effective leadership by managers, regardless of sex

The Gender & Leadership Wars

Leader Preferences

Male Female No Preference0%

10%

20%

30%

40%

50%

60%

2006 Poll of Leadership Preference

All Americans

Men

Women

Leader Sex Preference

General preference for males◦ Stereotypes suggesting masculine characteristics

are more effective for leadership

◦ Prejudice directed toward female leaders

◦ Differences in typical male and female leadership behavior, and results from these behaviors

Possible Explanations

Virginia Schein, 1970s◦ Both male and female middle managers believed

successful managers had more male-matched personal characteristics

More recently◦ Women are less inclined to view management as

a male-dominant career path However, the typical mindset is still “think

manager – think male”

Leader Stereotypes

Hypothesis◦ Proportion of women in management is rising◦ A good manager may have similarly high levels of

masculine and feminine traits (androgyny) Results

◦ A good manager seen as possessing predominantly masculine characteristics by majority of respondents

◦ Think manager – think masculine prevails

Butterfield/Powell Analysis

Women experienced perceived incongruity between leader roles and gender roles

Females become diverted from pursuing managerial careers

Encountering barriers in the selection process

Advancement of female managers is constricted

Effects of Leader Stereotypes

1965 Survey◦ 41% of male executives viewed women in

management unfavorably◦ 35% of male executives viewed women in

management favorably Women’s acceptance of exclusion from managerial

positions Societal prejudice against working women outside

the home

Attitudes Toward Women as Leaders

2005 Survey◦ 88% of male executives viewed women in

management favorably (up from 35% in 1965)

◦ 71% of male executives would feel comfortable working for a woman boss (up from 27% in 1965)

◦ Overall more positive male outlook on female executives

Attitudes Toward Women as Leaders

Female leaders were devalued relative to male leaders when they:◦ Used a stereotypically masculine leadership style◦ Occupied a traditionally male-intensive leader role◦ Were evaluated by males

Subordinates express similar satisfaction between male and female managers

More positive experiences with female managers leads to more positive attitudes

Examining Attitudes in Field Research and Lab Studies

Behaviors to influence subordinate actions◦ Task style◦ Interpersonal style

Decision-making style◦ Democratic style◦ Autocratic style

Leader Behavior and Effectiveness

Situational leadership theory◦ Hersey and Blanchard

◦ Adoption of interpersonal styles changes as subordinates’ maturity increases

◦ High task/low interpersonal high task/high interpersonal low task/high interpersonal low task/low interpersonal

Leadership Theories

Tannenbaum and Schmidt’s leadership theory

◦ Develop a more democratic and less autocratic decision-making style as subordinates:

Need more independence Are more ready to assume responsibility Are able to solve problems as a team

Leadership Theories

Transformational leaders◦ Motivate subordinates to set high standards for

the good of the group

◦ Turn followers into leaders

◦ Exhibit the following behaviors Charisma Inspirational motivation Intellectual stimulation Individualized consideration

Transformational vs. Transactional

Transactional leaders◦ Clarify responsibilities of subordinates◦ Respond to how well subordinates execute their

responsibilities◦ Exhibit the following behaviors

Contingent reward (providing reward and incentive for completing objectives)

Management by exception (monitoring subordinates for mistakes or potential error) Passive vs. active management by exception

◦ Transactional leaders are seldom transformational

Transformational vs. Transactional

Laissez-faire leadership◦ Distinct from transformational and transactional

leadership styles◦ Avoid taking responsibility for leadership◦ Refrain from giving direction or making decisions

and do not involve themselves in the development of their followers

Successful organizations are shifting more towards transformational, democratic leadership styles

Transformational vs. Transactional

Situational leadership suggests: ◦ Adopting masculine, androgynous, feminine, and

undifferentiated roles as subordinates mature Autocratic leadership suggests:

◦ Adopting the masculine stereotype◦ Emphasis on dominance and control

Democratic decision making suggests:◦ The feminine stereotype◦ Emphasis on involvement of other

Tannenbaum and Schmidt suggest:◦ An increasingly feminine manner of leadership

Gender Stereotypes and Leadership Theories

Stereotypical differences favoring men◦ Differences are acknowledged◦ Masculine traits make one better suited for

management

Stereotypical differences favoring women◦ Differences are acknowledged◦ Feminine traits make one better suited for

management

No differences

Sex Differences in Leader Behavior & Effectiveness

Women rate higher on:◦ Democratic leadership◦ Transformational leadership dimensions◦ Contingent reward dimension (transactional)◦ These attributes contribute to effectiveness as

leaders Men rated higher on:

◦ Active and passive management by exception◦ Laissez-faire leadership◦ Passive management by exception and laissez-faire

leadership are negatively associated with effectiveness

Sex Differences

Recommended Actions to Promote Equal Leadership and Effective Roles

1. Confront prejudices against leaders on the basis of their sex.

2. Evaluate leaders on the basis of task accomplishment, group cohesiveness, and development of subordinates for future roles.

3. Publicize qualifications of individuals assigned to leader positions.

4. Develop the capabilities of all individuals to play leader roles.

5. Create conditions that give leaders of both sexes equal chances to succeed.

6. Confront beliefs that you do not have what it takes to be a great leader and prove them wrong.

7. If you are the first woman to hold a particular leader position, take advantage of being seen as a symbol of change.

Promoting Effective Leadership

Think manager – think male/masculine idea

Task style Interpersonal style Democratic style decision

making Autocratic style decision

making Situational leadership

theory

Tannenbaum & Schmidt’s leadership theory

Transformational leaders Transactional leaders Laissez-faire leadership Stereotypical differences

favoring men Stereotypical differences

favoring women No stereotypical difference

Chapter 6 Terms