chapter 11 leader & trust
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-1Copyright 2008 Pearson Education Canada
Chapter 11
Leadership and Trust
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-2Copyright 2008 Pearson Education Canada
LEARNING OUTLINEFollow this Learning Outline as you read and study this chapter
Managers Vs. Leaders
Contrast leaders and managers Early Leadership Theories
Discuss what research has shown about leadership
traits
Contrast the findings of the four behavioural
leadership theories
Explain the dual nature of a leaders behaviour
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-3Copyright 2008 Pearson Education Canada
LEARNING OUTLINE (contd)Follow this Learning Outline as you read and study this chapter
Contingency Theories of Leadership
Explain how Fiedlers theory of leadership is acontingency model
Contrast situational leadership theory and the leader
participation model
Discuss how path-goal theory explains leadership
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-4Copyright 2008 Pearson Education Canada
LEARNING OUTLINE (contd)Follow this Learning Outline as you read and study this chapter
Cutting-edge Approaches to Leadership
Differentiate between transactional and
transformational leaders
Describe charismatic-visionary leadership
Discuss what team leadership involves
Current Leadership Issues
Describe the five sources of a leaders power
Discuss the issues todays leaders face
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Copyright 2005 Prentice Hall, Inc. All rights reserved.
115
Managers Versus LeadersNot all leaders are managers, nor are all
managers leaders.
Managers Persons whose influence on others is limited to the appointed
managerial authority of their positions to reward and punish.
Leaders
Persons with managerial and personal power who can influenceothers to perform actions beyond those that could be dictated by
those persons formal (position) authority alone.
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ManagersVersus Leaders
May Have
Managerial
Authority and
Influence Others
Appointed andHave Formal
Authority
Managers Leaders
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-7Copyright 2008 Pearson Education Canada
Exhibit 8.1 DistinguishingManagership from Leadership
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition8-8
Copyright 2008 Pearson Education Canada
Early Leadership Theories Trait Theories (1920s30s)
Research that focused on identifying personal
characteristics that differentiated leaders from non-leaders was unsuccessful
Later research on the leadership process identified seven
traits associated with successful leadership: Drive, the desire to lead, honesty and integrity, self-confidence,
intelligence, job-relevant knowledge, and extraversion
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition8-9
Copyright 2008 Pearson Education Canada
Exhibit 8.2 Seven Traits Associatedwith Leadership
Drive
Desire to lead Honesty and integrity
Self-confidence
Intelligence Job-relevant knowledge
Extraversion
Source: S.A. Kirkpatrick and E.A. Locke, Leadership:
Do Traits Really Matter?Academy of Management
Executive, May 1991, pp. 48-60; and T.A. Judge, J.E.
Bono, R. Ilies, and M. Werner, Personality and
Leadership: A Qualitative and Quantitative Review,
Journal of Applied Psychology, August 2002, pp. 765-
780.
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition8-10
Copyright 2008 Pearson Education Canada
Behavioural Theories University of Iowa Studies (Kurt Lewin)
Identified three leadership styles:
Autocratic style: centralized authority, low participation Democratic style: involvement, high participation, feedback
Laissez-faire style: hands-off management
Research findings: mixed results No specific style was consistently better for producing better
performance
Employees were more satisfied under a democratic leader than anautocratic leader
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition8-11
Copyright 2008 Pearson Education Canada
Behavioural Theories (contd) Ohio State Studies
Identified two dimensions of leader behaviour Initiating structure: the role of the leader in defining his or her role
and the roles of group members Consideration: the leaders mutual trust and respect for group
members ideas and feelings
Research findings: mixed results High-high leaders generally, but not always, achieved high group
task performance and satisfaction
Evidence indicated that situational factors appeared to stronglyinfluence leadership effectiveness
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition8-12
Copyright 2008 Pearson Education Canada
Behavioural Theories (contd)
University of Michigan Studies
Identified two dimensions of leader behaviour Employee oriented: emphasizing personal relationships
Production oriented: emphasizing task accomplishment
Research findings: Leaders who are employee oriented are strongly associated with
high group productivity and high job satisfaction
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition8-13
Copyright 2008 Pearson Education Canada
Behavioural Theories (contd)
Managerial Grid
Appraises leadership styles using two dimensions:
Concern for people
Concern for production
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition8-14
Copyright 2008 Pearson Education Canada
Exhibit 8.4The
ManagerialGrid
Source: Reprinted by permission of
Harvard Business Review. An exhibit
from Breakthrough in Organization
Development by Robert R. Blake,
Jane S. Mouton, Louis B. Barnes,and Larry E. Greiner, November
December 1964, p. 136. Copyright
1964 by the President and Fellows of
Harvard College. All rights reserved.
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition8-15
Copyright 2008 Pearson Education Canada
Exhibit 8.3 Behavioural Theories of Leadership
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition8-16
Copyright 2008 Pearson Education Canada
Contingency Theories of Leadership The Fiedler Model
Effective group performance depends upon the match between
the leaders style of interacting with followers and the degree to
which the situation allows the leader to control and influence
Assumptions:
Different situations require different leadership styles
Leaders do not readily change leadership styles
Matching the leader to the situation or changing the situation to make it
favourable to the leader is required
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-17Copyright 2008 Pearson Education Canada
Contingency Theories (contd) The Fiedler Model (contd)
Least-preferred co-worker (LPC) questionnaire
Determines leadership style by measuring responses to 18 pairs of
contrasting adjectives
High score: a relationship-oriented leadership style
Low score: a task-oriented leadership style
Situational factors in matching leader to the situation: Leader-member relations
Task structure
Position power
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-18Copyright 2008 Pearson Education Canada
Exhibit 8.5 Findings of the Fiedler Model
Poor
Good
Highly FavourableSituation Favourableness: Moderate Highly Unfavourable
IGoodHigh
GoodHigh
Strong Weak
GoodLow
Weak
PoorHigh
Strong
PoorHighWeak
PoorLow
Strong
PoorLow
Weak
GoodLow
Strong
II III IV V VI VII VIIICategoryLeaderMember
RelationsTask StructurePosition Power
RelationshipOriented
TaskOriented
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-19Copyright 2008 Pearson Education Canada
Contingency Theories (contd) Hersey and Blanchards
Situational Leadership Theory (SLT)
Successful leadership is achieved by selecting aleadership style that matches the level of the followersreadiness
Acceptance: do followers accept or reject a leader?
Readiness: do followers have the ability and willingness toaccomplish a specific task?
Leaders must give up control as followers become morecompetent
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-20Copyright 2008 Pearson Education Canada
Contingency Theories (contd) Hersey and Blanchards Situational Leadership
Theory (SLT) (contd)
Creates four specific leadership styles incorporating
Fiedlers two leadership dimensions:
Telling: high tasklow relationship leadership
Selling: high taskhigh relationship leadership
Participating: low taskhigh relationship leadership
Delegating: low tasklow relationship leadership
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-21Copyright 2008 Pearson Education Canada
Contingency Theories (contd)
Hersey and Blanchards Situational Leadership
Theory (SLT) (contd)
Identifies four stages of follower readiness:
R1: followers are unable and unwilling
R2: followers are unable but willing
R3: followers are able but unwilling
R4: followers are able and willing
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-22Copyright 2008 Pearson Education Canada
Exhibit 8.6 Hersey and Blanchards
Situational Leadership Model
Source: Reprinted with permission from the Center for Leadership
Studies. Situational Leadership is a registered trademark of the Center
for Leadership Studies. Escondido, California. All rights reserved.
S3 S2S4 S1
STYLE OF LEADER
Task Behaviour
High
Low High
High relationshipand low task High task andhigh relationship
Low relationshipand low task
Moderate
Follower Readiness
LowHigh
Ableand
willingAbleand
unwillingUnable
andwilling
Unableand
unwilling
R4 R3 R2 R1
High task andlow relationship
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-23Copyright 2008 Pearson Education Canada
Contingency Theories (contd)
Leader Participation Model (Vroom and Yetton)
Leader behaviour must be adjusted to reflect the task
structure
Suggests appropriate participation level in decision
making
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-24Copyright 2008 Pearson Education Canada
Contingency Theories (contd) Leader Participation Model Contingencies:
Decision significance
Importance of commitmentLeader expertise
Likelihood of commitment
Group support
Group expertise
Team competence
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-25Copyright 2008 Pearson Education Canada
Exhibit 8.7 Path-Goal TheoryEnvironmentalContingency Factors
Task StructureFormal Authority SystemWork Group
SubordinateContingency FactorsLocusof ControlExperiencePerceived Ability
Leader BehaviourDirectiveSupportiveParticipativeAchievement Oriented
OutcomesPerformanceSatisfaction
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-26Copyright 2008 Pearson Education Canada
Contingency Theories (contd) Path-Goal Model
Leaders job is to assist his or her followers in
achieving organizational goals
Leaders style depends on the situation:
Directive
Supportive
Participative
Achievement-oriented
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Copyright 2005 Prentice Hall, Inc. All rights reserved.
1127
Path-Goal Leadership Behaviors Directive leader
Lets employees know what is expected of them, schedules work to be done,
and gives specific guidance as to how to accomplish tasks.
Supportive leader
Is friendly and shows concern for the needs of employees.
Participative leader
Consults with employees and uses their suggestions before making a
decision.
Achievement-oriented leader
Sets challenging goals and expects employees to perform at their highest
levels.
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-28Copyright 2008 Pearson Education Canada
Contemporary Approaches to Leadership Transactional Leadership
Leaders who guide or motivate their followers in the
direction of established goals by clarifying role and taskrequirements
Transformational Leadership
Leaders who inspire followers to go beyond their own
self-interests for the good of the organizationLeaders who have a profound and extraordinary effect on
their followers
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-29Copyright 2008 Pearson Education Canada
Contemporary Approaches to Leadership
(contd)
Charismatic Leadership
An enthusiastic, self-confident leader whose personality
and actions influence people to behave in certain waysCharacteristics of charismatic leaders:
Have a vision
Are able to articulate the vision
Are willing to take risks to achieve the vision Are sensitive to the environment and to follower needs
Exhibit behaviours that are out of the ordinary
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FOM 11.30
Charismatic Leadership Self-confidence
Vision
Ability to articulate a vision
Strong convictions
Extraordinary behaviour
Appearance as change agent
Environmental sensitivity
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-31Copyright 2008 Pearson Education Canada
Contemporary Approaches to Leadership(contd)
Charismatic Leadership (contd)
Effects of Charismatic Leadership Increased motivation, greater satisfaction
More profitable companies
Charismatic leadership may have a downside:
After recent ethics scandals, some agreement that CEOs with lessvision, and more ethical and corporate responsibility, might be
more desirable
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-32Copyright 2008 Pearson Education Canada
Contemporary Approaches to Leadership(contd)
Visionary Leadership
A leader who creates and articulates a realistic, credible,and attractive vision of the future that improves upon the
present situation
Visionary leaders have the ability to:
Explain the vision to others
Express the vision not just verbally but through behaviour
Extend or apply the vision to different leadership contexts
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FOM 11.33
Extendthe Vision
Explainthe Vision
Expressthe Vision
Visionary Leadership
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Copyright 2005 Prentice Hall, Inc. All rights reserved.
1134
Visionary Leadership
A vision should create enthusiasm, bringing energy and
commitment to the organization.
The key properties of a vision are inspirational possibilities that are
value centered, realizable, and have superior imagery and
articulation.
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-35Copyright 2008 Pearson Education Canada
Exhibit 8.8 Specific TeamLeadership Roles
Team Leader
Roles
Liaison with
External
Constituencies
Coach
Conflict
ManagerTroubleshooter
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Copyright 2005 Prentice Hall, Inc. All rights reserved.
1136
The Challenge of Team Leadership Becoming an effective team leader requires:
Learning to share information.
Developing the ability to trust others.
Learning to give up authority.
Knowing when to leave their teams alone and when to intercede.
New roles that team leaders take on
Managing the teams external boundary
Facilitating the team process
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-37Copyright 2008 Pearson Education Canada
Current Leadership Issues Managing Power
Legitimate power The power a leader has as
a result of his or herposition
Coercive power The power a leader has to
punish or control
Reward power The power to give positive
benefits or rewards
Expert power
The influence a leader can
exert as a result of his or
her expertise, skills, or
knowledge
Referent power
The power of a leader that
arises because of a
persons desirable
resources or admired
personal traits
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Copyright 2005 Prentice Hall, Inc. All rights reserved.
1138
Other Leadership Variables
National culture
Leadership styles reflect the cultural conditions that
followers have come to expect. Leadership theories developed in the United States have an American
bias.
Power distance
Varies among cultures and affect participativemanagements effectiveness
High power distance = autocratic leadership style
Low power distance = participative leadership style
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Copyright 2005 Prentice Hall, Inc. All rights reserved.
1139
Other Leadership Variables (contd) Emotional Intelligence (EI)
Considered to be the trait difference that makes an
individual into a star performer
Is an essential element of effective leadership
Components of EI
Self-awareness
Self-management
Self-motivation
Empathy
Social skills
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Copyright 2005 Prentice Hall, Inc. All rights reserved.
1140
Substitutes for Leadership Employee characteristics
Experience
Training Professional orientation
Indifference toward
organizational regards
Job characteristics Unambiguous
Routine
Intrinsically satisfying
Organizational
characteristics
Explicit formalized goals Rigid rules and procedures
Cohesive work groups
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FOM 11.41
Trust as the Foundation of Leadership
Willing to be vulnerable
Ability to gain knowledge and creative thinking
In times of change and instability, people turn to
personal relationships
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-42Copyright 2008 Pearson Education Canada
Developing Trust Credibility (of a Leader)
The assessment, by a leaders followers, of the leadershonesty, competence, and ability to inspire
Trust The belief of followers and others in the integrity, character,
and ability of a leader
Dimensions of trust: integrity, competence, consistency, loyalty,
and openness Trust is related to increases in job performance,
organizational citizenship behaviours, job satisfaction, andorganization commitment
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Copyright 2005 Prentice Hall, Inc. All rights reserved.
1144
Types Of Trust Deterrence-based trust
Trust based on fear of reprisal if the trust is violated
Knowledge-based trust
Trust based on the behavioral predictability that comes from a
history of interaction
Identification-based trust
Trust based on an emotional connection between the parties
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-45
Copyright 2008 Pearson Education Canada
Tips for Managers:Suggestions for Building Trust Practise openness
Be fair Speak your feelings
Tell the truth
Show consistency
Fulfill your promises
Maintain confidences
Demonstrate competence
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-46
Copyright 2008 Pearson Education Canada
Providing Moral Leadership
Addresses both the moral content of a leaders goals
andthe means used to achieve those goals
Ethical leadership is more than being ethical
Includes reinforcing ethics through organizational
mechanisms
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-47
Copyright 2008 Pearson Education Canada
Providing Online Leadership
Challenges of Online Leadership
Communication Choosing the right words, structure, tone, and style for digital
communications
Performance management Defining, facilitating, and encouraging performance
Trust Creating a culture where trust is expected, encouraged, and
required
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-48
Copyright 2008 Pearson Education Canada
Understanding Gender Differencesand Leadership
Research Findings
Males and females use different styles:
Women tend to adopt a more democratic or participative
style unless in a male-dominated job
Women tend to use transformational leadership
Men tend to use transactional leadership
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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-49
Exhibit 8.9 Where Female Managers
Do Better: A Scorecard
Source: R. Sharpe, As Leaders, Women Rule, BusinessWeek, November 20. 2000, p. 75.
Noneof the five studies set out to find gender differences. They stumbled on them whilecompiling and analyzing performance evaluations.
Skill (Each check mark denotes which groupscored higher on the respective studies)
* In one study, womens and mens scores in these categories were statistically even.
MEN WOMENMotivating OthersFostering CommunicationProducing High-Quality WorkStrategic PlanningListening to Others
Analyzing Issues
**
*
Data: Hagberg Consulting Group, Management Research Group, Lawrence A. Pfaff, PersonnelDecisions International Inc., Advanced Teamware Inc.
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