Professional Documents
Culture Documents
of the hurdles that women must leap to get to the top (leadership and
gender expert, Alice Eagly, refers to this as the "labyrinth" that women, but
not men, need to go through), it could be the case that only women who
exhibit the same sorts of leadership styles and behaviors as male leaders
make it through. So, studying leaders at the top, gives the impression that
You get a somewhat different picture if you ask followers and leaders about
male and female leaders. They notice differences that are in line with
stereotypes about men and women, reporting that female leaders are more
nurturing, empathic, and responsive than male leaders, but they will also
report the negative side (e.g., moody). Male leaders, on the other hand, are
workplace, "women leaders take care, men leaders take charge." Realize,
Finally, there is a growing body of research that has studied the leadership
styles and leadership "potential" of men and women, typically men and women
1
the theory of transformational leadership as an indicator of successful
and take chances), research shows that women, as a group, have more
research, women have more leadership potential and tend to lead more
So, what are the implications? Well, as attitudes about women leaders
change (they are changing, albeit ever so slowly) and the "labyrinth" becomes
by the year 2034 the majority of high-level leaders will be women, based on
are also realizing that the old way of leading - taking charge (command and
control) - may not be as effective in today's world and in the future, so they
communication styles that women typically use make them better than men
2
they enhance team work, they encourage innovation through collaboration
access to information. Some strengths for male leaders include: they tend to
set strong boundaries, they assign clear responsibilities and they weed out
weak performers.
The similarities among men and women managers are surprising. An extensive
selection, people who choose careers in law enforcement or real estate have
a company must rely more on their positional power and their place in the
their positions for their influence base, they comprise only approximately 16
is limited.
3
HOW CAN GENDER STEREOTYPES AFFECT AN ORGANIZATION?
Companies may suffer by not developing and retaining some of the best
The perceptions by senior executives of women and men are often more
responsibility.
The stereotype that dominates current corporate thinking is that men are
better problem-solvers than women. Since men far outnumber women in top
Fortune 500 and Fortune 1,000 CEOs — this may keep women at lower
a survey of both men and women leaders to determine how the sexes match
women lead differently? 97% of women and 79% of men believe men and
4
women focus their behavior differently as leaders. • Specifically, 88% of
abilities.” It seems many men believe this as well. 60.9% of men believe men
70.8% women believe women focus on “seeking input from all concerned
sources”; 68.2% of men agree that women are focused on this behavior. It
seems a large portion of respondents agree that men tend to focus more on
the end game, while women focus more on how to get there.
these ways:
organizing, and managing a team; while -men hone in on the final outcome and
are differences in the way the sexes lead, 23% of both sexes agree that the
Inspiration (11.7%) and flexibility (11.7%) tied for the second most
Yes, both men and women think the other gender leads differently; this can
Government knows that men and women can benefit from leadership coaching
5
create more effective leaders and to bridge the gap between whom the
CONCLUSION
company policy which strives to improve gender equality and enable women to
workforce.
So, are women better managers than men? In terms of their day-to-day
actions, women managers should have advantages. But the answer is really
not so simple because managers do well only if people accept their authority.
In roles that have been held mainly by men, women’s competence is often
women managers are more common, this type of bias is less likely to prevail.
6
REFERENCES
Ahearn,K.K., Ferris, G.R., Hochwarter, W.A., Douglas, C., & Ammeter, A.P.
(2004). Leader political skill and team performance. Journal of Management,
30, 309-27
Bass B.M., Avolio B.J., & Goodheim L. (1987). Biography and the assessment
of transformational leadership at the world-class level. Journal of
Management, 13, 7-19
7
Do Men and Women Lead Differently?
Who's Better?
Are men better leaders, or do we just think so?
Published on March 23, 2010
Women in high-level leadership positions, such as corporate CEOs, when studied, seem
to exhibit the same sorts of leadership behaviors as their male counterparts. That is
probably because the demands of the leadership role require certain actions and behaviors
to succeed. In addition, because of the hurdles that women must leap to get to the top
(leadership and gender expert, Alice Eagly, refers to this as the "labyrinth" that women,
but not men, need to go through), it could be the case that only women who exhibit the
same sorts of leadership styles and behaviors as male leaders make it through. So,
studying leaders at the top, gives the impression that there are no big differences in how
men and women lead.
You get a somewhat different picture if you ask followers and leaders about male and
female leaders. They notice differences that are in line with stereotypes about men and
women, reporting that female leaders are more nurturing, empathic, and responsive than
male leaders, but they will also report the negative side (e.g., moody). Male leaders, on
the other hand, are perceived to be more action-oriented and more focused on tasks. As a
Catalyst study concludes that according to leaders and followers in the workplace,
8
"women leaders take care, men leaders take charge." Realize, however, that this involves
people's perceptions of leaders, colored by stereotypes and expectations.
Finally, there is a growing body of research that has studied the leadership styles and
leadership "potential" of men and women, typically men and women managers (but also
women in non-managerial positions). For example, using the theory of transformational
leadership as an indicator of successful leadership (transformational leaders are
inspirational, positive role models, concerned about followers, empowering, and push
followers to be creative and take chances), research shows that women, as a group, have
more transformational qualities than men. In other words, and based on this research,
women have more leadership potential and tend to lead more effectively than men (I
discussed this in an earlier post).
So, what are the implications? Well, as attitudes about women leaders change (they are
changing, albeit ever so slowly) and the "labyrinth" becomes less difficult to navigate, we
expect more to women attain high-level leadership positions. Noted leadership scholar,
Bernard Bass, predicted that by the year 2034 the majority of high-level leaders will be
women, based on their more transformational qualities. Of course, men in leadership
positions are also realizing that the old way of leading - taking charge (command and
control) - may not be as effective in today's world and in the future, so they learn to adapt
and change how they lead.
NEW
Organizational Leadership
Leadership styles
By Chelan David
ShareThis
The different communication styles between the sexes are well documented. Men tend to
be more direct and goal-oriented while women tend to be relationship-oriented and seek
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harmony. However, it is important not to pigeonhole the skills that each gender brings to
the table as far as leadership abilities go.
Smart Business spoke with Hellman about the different types of leadership styles that
men and women exhibit, the dangers of gender stereotyping and how to provide an
environment that encourages equal opportunities for advancement.
10
How can gender stereotypes affect an organization?
Companies may suffer by not developing and retaining some of the best talent, which is
key in remaining competitive in the global business world. The perceptions by senior
executives of women and men are often more informed by gender-based stereotypes
than facts. This leads to misrepresentation of the true talents of women and contributes
to the startling gap in business leadership.
The stereotype that dominates current corporate thinking is that men are better problem-
solvers than women. Since men far outnumber women in top management positions —
women make up less than 2 percent of the U.S. Fortune 500 and Fortune 1,000 CEOs —
this may keep women at lower management and professional positions.
Companies need to take active steps to combat stereotyping by instituting more rigorous
and unambiguous evaluation processes, as well as educating managers and executives
about stereotyping. The achievements of women leaders need to be showcased,
particularly those in male-dominated fields. Development of a gender-sensitive
workplace should be viewed as an overall company policy which strives to improve
gender equality and enable women to participate equally in decision making. Those
companies with a supportive, equitable business culture enjoy better financial results,
improved market share and improved access to a growing, well-educated segment of the
workforce.
NEW
Do Women Lead Differently Than Men?
Americans could elect our first female president in 2008. What the most powerful
women of the past can teach us about how to rule in the future.
By Barbara Kantrowitz
Newsweek
Oct. 15, 2007 issue - She was born into a profoundly dysfunctional family. Her father
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married six times—and essentially ordered hits on two of his wives, including her mother
(whose major crime may have been giving birth to a daughter instead of a son). Jealous
relatives plotted against her. As a teenager, she was locked up in a tower. If she were
alive today, she could write a best-selling memoir about her abusive childhood and
appear on "Oprah." Instead, Elizabeth I became one of the most powerful and respected
leaders in history.
This year, as Americans contemplate making Sen. Hillary Clinton our first female
president, it is instructive to look back at Elizabeth and other women who wielded power
long before the age of speechwriters, personal stylists and YouTube campaigning.
Cleopatra, for example, ruled ancient Egypt with fierce political savvy while giving birth
to children by Julius Caesar and Mark Antony (twins in the latter case). If she worried
about balancing work and family, she left no record of it. This was a woman who
understood the importance of the grand gesture. Once, according to a history by Pliny the
Elder, she bet Antony that she could spend 10 million sesterces (a Roman coin) on
dinner. In the midst of a pedestrian meal, she dropped a valuable pearl earring into a cup
of vinegar, watched it dissolve and drank it.
In their pursuit of power, women have been as ruthless as any man. And they haven't had
to apologize for it. In 18th-century Russia, Catherine the Great vastly extended the
borders of the Russian Empire, became a generous patron of the arts and enjoyed many
lovers (royalty does have its privileges)—although any story you may have heard about
shenanigans with a horse is apocryphal. More recently, elected leaders like Golda Meir,
Indira Gandhi and Margaret Thatcher proved that women can be just as tough as men,
and often tougher. And just like a man, they can pay the ultimate price in their pursuit of
power, as Gandhi did when she was assassinated in 1984 by Sikh separatists.
Even in this stellar company, Elizabeth I still stands alone. From her coronation in 1559
until her death nearly 45 years later, she guided England with great skill. The country was
transformed from an economically troubled backwater beset by religious strife into one of
the strongest nations on earth. Commerce flourished. Walter Raleigh and Francis Drake
explored the New World. Shakespeare, Marlowe and Spenser produced their greatest
work. England defeated the Spanish Armada in an epic battle.
In the 400 years since her death, Elizabeth's legend has been burnished by hundreds of
plays, books and movies—most recently, "Elizabeth: The Golden Age" with Cate
Blanchett, which opens Friday. (Portraying Elizabeth is a good deal for an actress; the
role earned Helen Mirren an Emmy and Judi Dench an Oscar.)
12
Over the years, Elizabeth downsized her Privy Council, her closest advisers, in order to
run her government more efficiently. She also made it clear that while she listened to
them, the final decision was always hers. She exercised power as firmly as any man, but
used her femininity to reinforce her popularity. In her most celebrated speech, just before
the defeat of the Armada, she addressed the matter directly. "I know I have the body of a
weak and feeble woman," she said, "but I have the heart and stomach of a king." Her
particular blend of strength and compassion would play just as well in 2008.
NEW
[ILLUSTRATION OMITTED]
Top female executives also were found to be more empathic and flexible and to have
stronger interpersonal skills than their male colleagues.
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COPYRIGHT 2005 Society for Human Resource Management
COPYRIGHT 2005 Gale Group
women lead differently than men? It seems the answer is “yes.” Survey results show men
and women tend to agree on the exact behaviors that reveal the differences for women
leaders and men leaders. Let’s look at the facts:
97% of women and 79% of men believe men and women focus their behavior differently
as leaders … specifically (1) Women believe men lead by “promoting themselves and
their abilities.”; and (2) Men believe women focus on “seeking input from all concerned
14
sources” and are found to be more empathic and flexible and to have stronger
interpersonal skills than their male colleagues.
In other words, leadership behaviors between the sexes differ by: (a) women concentrate
on relationships with others by seeking input, organizing, and managing a team; while (b)
men hone in on the final outcome and promoting their professional abilities.
So what are the skills and behaviors women in leadership should direct their
developmental efforts? Let’s begin with setting and completing goals. According to a
2009 survey conducted by The Executive Leadership Council… women, specifically
women of color, “should seek high-visibility stretch assignments to improve their access
to senior management and C-Suite positions.”
Seeking challenging assignments will provide the opportunities to practice skills and
cultivate character-driven behaviors required to reach success. Women are most likely to
find these opportunities for real-time practice in the challenges in their current job or in
new assignments sought out in community. Consequentially, challenging assignments
provides learning by doing, seeing what works and what doesn’t, and trying it again.
Lastly, challenging assignments can motivate women to improve. If you don’t improve
the skills and character-driven behaviors you’ve targeted, you’ll likely not do well in the
assignment. It will be obvious to you and others that you aren’t reaching your leadership
development goals.
Stay tuned for the next post: Women vs Men: Do Women Lead Differently than Men? –
2.
NEW
1. Get rid of negative thinking. Negative thinking only blocks positive action and is
self-destructive.
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2. Feed your mind with spiritual, pure, and progressive thoughts, just as you would
feed your body with good, wholesome food.
3. Remember that failure is a mind-set; however, success is a mind-set, too.
4. Success begins the moment you acquire self-confidence.
5. You must plan for success. Fail to plan, fail to succeed.
6. Don’t wait for opportunity to find you, find opportunity, make things happen by
creating your own opportunities rather than waiting for you “big break”
7. Some failure is expected, however, learn from your failures. Remember to have
faith in your potential when you fail and succeed.
8. Obstacles are blown apart by perseverance and determination.
9. Success does not necessarily mean material success. Success includes spiritual,
peace, emotional maturity, self-respect, and family success.
10. Finally, don’t give up! Worthwhile things are often the hardest to achieve.
It’s tempting to banish the words: “I don’t know” from a leader’s vocabulary. After all,
you are a leader and leaders are supposed to have all of answers. More so, you gain your
followers trust when you have the answers.
.So what happens on the rare occasion when you don’t know?
.Such a candid admission from a leader can actually build credibility, but only if “I don’t
know” is followed by the words, “but I know where I can find the answer.” And
frequently, leaders will turn to other leaders and valuable resources to find the answers
needed to move the organization and/or team forward.
.Consider the resource, Success and Savvy in 60 Minutes, a leader’s laser coaching
session to draw insights on leadership topics like: vision casting, communication,
authority, team building, followship, and much more.
.Not only will Success and Savvy in 60 Minutes help unearth answers, it will also provide
a method of effective communication between you and those you lead. All of which
makes those three underutilized words much easier to use.
That is the view of Carol Smith, the senior vice president and chief brand officer for the
Elle Group, expressed in a short interview published inside The Times’s business section
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a week ago Sunday. Ms. Smith also said that male bosses “love to hear themselves talk”
and that in some previous jobs she purposely arrived late to meetings so she could miss
the men’s conversations about golf and football.
The interview, conducted by Adam Bryant, The Times’s deputy business editor,
generated a lot of reaction and debate among readers last week.
What does research show about the differences between women and men as managers?
As with all averages, there are many exceptions. But here’s what we know from research:
Women are less ‘bossy,’ probably because people dislike bossy women even more than
bossy men.
First, as Carol Smith illustrates, women are less “bossy,” probably because people dislike
bossy women even more than bossy men. As a result, female managers are more
collaborative and democratic than male managers. Second, compared with men, women
use a more positive approach by encouraging and urging others rather than a negative
approach of scolding and reprimanding them. Third, women attend more to the
individuals they work with, by mentoring them and taking their particular situations into
account.
Finally, there is the matter of getting the job done efficiently. Most managers, male and
female, get their work done in a timely way, but some do not. When you find one of
those barely functioning managers — that is, someone who avoids solving problems and
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just doesn’t get the job done, that person is more likely to be a man than a woman. Why?
Perhaps because a woman would be fired or demoted more quickly for poor managing.
So, are women better managers than men? In terms of their day-to-day actions, women
managers should have advantages. But the answer is really not so simple because
managers do well only if people accept their authority.
In roles that have been held mainly by men, women’s competence is often questioned. In
these situations, women managers can face a double standard. They have to be extra-
competent to be recognized as effective. Where women managers are more common, this
type of bias is less likely to prevail.
Yes, countless female managers are great at making lists and sure, lots of men love to
hear the sound of their own voices — endlessly. But none of this behavior matters if it’s
accompanied with a denial of the continued existence of sexism in the workplace.
Many women who make it to senior management feel a need to prove their own
superiority.
The best managers, female or male, are those who admit that the corporate structure
favors men and who recognize their responsibility to help others follow in their footsteps.
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More Emotional, for Better or Sometimes Worse
Joanna Barsh is a director in the New York office of McKinsey and Company and co-
author of “How Remarkable Women Lead,” to be published in September.
We’ve been researching remarkable women leaders for the past five years. Indeed, we’ve
now interviewed well over 100 women and a few good men. We’ve also developed a
research survey that almost 2,000 men and women have responded to from around the
world.
In a word, women have an edge over men in terms of what we call centered leadership.
Women tend to look for meaning more than men at work (no surprise, men go for pay
and status more often).
Women are natural relationship builders, but in general they take fewer risks than men.
Women also bring emotion to the workplace, and when those emotions are positive —
that is quite powerful. Psychologists tell us that women experience emotions more at the
extremes than men.
That’s why many women do replay negative events over and over.
But female optimists are a different story. Whereas many men rush off in any direction
when adversity strikes, optimist women diagnose the situation, make a plan and then act.
Are pessimists doomed to the cycle of spiraling down? Not at all. Positive psychologists
teach learned optimism, and we can all take a lesson there.
Then there is connecting. Women are natural relationship-builders. But the debate rages
as to whether men or women are better at networking. Our own work suggests women
hold back, more reluctant to use reciprocity to build “transactional” relationships. That
said, the research shows women are more inclusive and build consensus to reach
decisions — something that may be increasingly important for large, complex and
changing companies today.
When it comes to engaging, men are risk-takers. The women who have made their way
to the top have also taken risk — it is the best way to develop at an accelerated pace. In
general, we have found that many women don’t. We wait until we have all the necessary
skills or the full answer.
Our model ends on energizing, because most women still do more of the household
work. Energizing is critical for leaders — both to sustain one’s own path and also to
infuse energy into the organization. One area where women can improve is to stop (yes)
multitasking when our full attention is required. When you attempt to facilitate a phone
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conference while doing email, your brain switches between tasks, and you lose focus and
energy.
When men and women assessed their own centered leadership practices, it turned out
that women scored higher on almost all factors by a marginal amount. We haven’t got
enough data to validate that finding, but there’s room for thought.
Are these the right attributes to gauge leadership? We believe they are even more
important in today’s marketplace.
Susan Pinker is a psychologist and columnist for the Globe and Mail in Canada. She is
the author of “The Sexual Paradox,” about the roots of sex differences in the classroom
and the workplace.
No doubts: Some sex differences exist, and there’s new evidence to prove it. Women are
often better communicators because their brains are more networked for language. The
majority of women are better at “mind-reading,” than most men; they can read the
emotions written on people’s faces more quickly and easily, a talent jump-started by the
vast swaths of neural real estate dedicated to processing emotions in the female brain, and
boosted by jolts of oxytocin at critical moments in their lives. (Amazingly, oxytocin, a
hormone circulating in greater quantities in women, squirted up a man’s nostril boosts his
mind-reading skills, too.)
While women may be more empathetic than men, individual female managers who have
climbed the ladder may not be.
And the thicker corpus callosum connecting women’s two hemispheres provides a swifter
superhighway for processing social messages, such as reading the morale of a group, or
the mood of a colleague. And there are measurable sex differences in empathy, as
President Obama suggested when he nominated Judge Sonia Sotomayor to the Supreme
Court. There are more women who are champions at imagining what other people are
thinking and feeling, and more men who struggle mightily with this skill.
But is this profile true of all women, and does it mean women make better managers?
The answer is no, and no.
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men. And just as women are more empathic, on average, there are certainly men who are
softer, and better empathizers than some women.
The readers’ complaints about difficult female managers that appear under the interview
with Carol Smith make that clear: aggression is certainly more common among men, but
for many reasons, the women who rise up the ranks may be on the more competitive and
aggressive side — and their subordinates often feel it — especially the women who work
with them.
Competition within each sex is more fierce than it is between the sexes, and one study
shows that women report less stress if the boss is a man.
One reason is that competition within each sex is more fierce than it is between the
sexes, and within-sex tension increases when resources are tight, as they are in this
recession. One study published in 2008 by two sociologists at the University of Toronto,
Scott Schieman and Taralyn McMullen, reinforces that maxim. When the scientists
looked at physical and mental distress among 1,000 American employees working in a
variety of jobs, they found that men worked best with gender-mixed managers: one male,
one female. Women, however, worked best with one male manager — reporting fewer
headaches, backaches anxiety, and difficulties concentrating than they did when they
worked for a woman.
Which shows that Carol Smith is wrong about her blanket statement about women being
better managers. But she’s right about something else. Whether we’re talking about
mentoring, managing or office politics, the research is clear: “Men and women together
are the best.”
A Transformational Style
Carol Smith sounds like an excellent manager. Further, her statement that women as a
group are better managers than men as a group is supported by recent research. Female
leaders tend to display a “transformational” leadership style, which has been
demonstrated to contribute to leader effectiveness, more than male leaders do.
Good managers have been seen over three decades as exhibiting more masculine traits
than feminine traits.
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Transformational leadership includes charisma (communicating the purpose and
importance of a mission and serving as a role model), inspirational motivation (exuding
optimism and excitement about the mission’s attainability), intellectual stimulation
(encouraging others to think out of the box), and individualized consideration (focusing
on the development and mentoring of subordinates as individuals).
Ms. Smith is a good example of a transformational leader. When she sits at the middle of
the conference table rather than at its head, arriving after the requisite jokes have been
told, she communicates, “We are all in this together and I am part of it, but let’s not waste
time,” which is the starting point of transformational leadership.
So why aren’t there more women in the corner offices of corporate America? Although
more women than ever before are in the managerial ranks of businesses at all levels,
women continue to face significant disadvantages in the leader role than men do not
face.
First, polls suggest that about twice as many people would rather work for a male boss
than a female boss, although “it doesn’t matter to me” is the slight favorite. Second, in
my research with D. Anthony Butterfield, good managers have been seen over three
decades as exhibiting more masculine traits associated with men, such as autonomy and
independence, than feminine traits associated with women, such as warmth and
sensitivity to the needs of others.
Many people still see an incongruity between the female gender role and the leader role,
which makes it harder for women to attain corner office positions and puts them in an
unwelcome spotlight when they do. In 2006, after PepsiCo announced that Indra Nooyi
would become its new CEO, the headline of the New York Times story was, “A Woman
to Be Chief at PepsiCo.” No headline has ever announced “A Man to Be Chief at Acme
Corp.”
Sharon Meers is co-author of “Getting to 50/50,” about working couples, and a former
managing director at Goldman Sachs. She and her husband created the Partnership for
Parity at Stanford Business School and the Dual-Career Initiative at Harvard University.
The best thing about female managers? They get you paid more. Women bosses tend to
fight harder for their subordinates, according to negotiation research, getting better raises
for their teams.
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I’ve worked for many great men. But, in my experience, female managers are a special
breed. We won’t know for decades if the differences are due more to nature or nurture
but they are largely good — and stem from the fact that senior women are still outsiders.
Harvard Business School research says star women are more likely than male stars to
remain persistently high performers. Why? Women don’t get the same access to mentors
and networks and have to build muscle that men don’t. Star women have to innovate to
outperform — building stronger client ties, finding outside advisers, seeking
opportunities with results that can be measured objectively.
Women often take an alternative approach to leading teams — encouraging more open
discussion, cultivating talent and sharing credit. Feedback is the place where women
bosses may add the most value.
After seven years at Goldman, I got my first female manager — and more straight talk
than in my entire career. She minced no words when I messed up, but she also made it
clear she was on my side: my advocate. That powerful combination — candor and trust
— inspired her team to accept and act on feedback in a way I hadn’t seen before.
In hundreds of interviews of workers and bosses for our book, we repeatedly heard
employees complain about the feedback style of male bosses (everything from
excessively harsh to evasive). Male bosses were no more satisfied: Many are now so
unsure what’s O.K. in the workplace, they fear female workers’ crying or complaints to
HR.
So here’s the real question: How to make the positive qualities we see in female
managers more common in men — and more useful to all? A new report from Catalyst
shows how companies win when we escape the idea that men and women are so
different and work harder to get on the same page — so that men and women bring out
the best in each other sharing the same C-suite.
NEW
My experience supports the notion that women managers tend to be better team players
and more collaborative than comparable male managers. The male managers tended to
be more in it for themselves, more aggressively competitive, more competitive with each
23
other and more ego-centric. The male managers also seemed to be more taken with the
power and command they had attained and seemed bent on getting more (more power
and more money).
On the other hand, and this brings in a more sociological aspect and perhaps cultural
aspect, the male managers tended to have a deeper and wider network and culture of
support both from peers and from those above them in the companies they were in and
also from outside their companies. The men, unlike the women, consistently benefited
from the essentially seamless career trajectory in the business world, uninterrupted by
pregnancies, child care responsibilities and domestic housekeeping chores which their
male counterparts generally avoided.
Thus even if women were on par or even better managers than comparable men, a
combination of their “careerus interuptus” and the perception by the large cadre of top
male managers that women were less likely to be there continuously, retarded or
undermined the upward mobility of talented female managers.
Source: Physician Characteristics and Distribution in the US, 2006 Edition (AMA, 2006)
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Interestingly and supporting my earlier point at how extra-career life issues tend to alter
female career paths, the same AMA document noted the following:
“Ellsbury et al. (2002) describe reasons why female physicians may be more hesitant to
practice in non-metropolitan areas compared to male physicians. Female physicians
considering practice in a non-metropolitan area typically have greater concern about
Physicians in non-metropolitan areas work longer hours and work in smaller practices, on
average, compared to physicians in metropolitan areas. These factors possibly have a
greater disincentive effect on female physicians who tend to have greater preferences for
flexibility in hours to bear children and raise families.”
Given the various deflectors and retardants to female upward mobility and career
development, discussions of management style of female executives and other
professionals need to take into account sociological and cultural factors that may
influence how women operate in the corporate and professional worlds.
— LetsBfairUSA
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