chapter 6 – leading people. consider preferences for male vs. female leaders compare stereotypes...
TRANSCRIPT
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