• Edward Goold

Woman Feeling Better at Managing


Woman Feeling Better at Managing? What is the truth behind the new-found research claiming women to be superior managers?

Up until the early 1990’s much of the management and leadership research indicated that there was not a real significant difference in the leadership styles between men and women.

The concept of differences in the effectiveness of woman and men managers and leaders has become a hot topic lately.

Some of the most famous studies of leadership were compiled in a longitudinal study to ferret out the real answer. Many researchers claim, there is no universal rule.

Individual men and women are differently suited to different circumstances, and given the situation at hand, one would manage a corresponding way.

A study published in the Journal of Applied Psychology intended to add more light to the ‘male vs female leaders’ debate. (Paustian et al. 2014). The newer studies that emphasize the need for transformational leadership, emotional intelligence and nurturing employees indicate that women possess traits that favor these new styles of leadership.

The dominant take control stereotypical male leader is still relegated to his domain of high profile government and military positions. However, the traits associated with transformational leadership revolve around empowerment and collaboration which some researchers traditionally associate with women. Academic research has shown that while women tend to have more expressive, tentative, cooperative, and polite communication characteristics, men use more aggressive, assertive, direct, and powerful communication traits (Basow & Rubenfield, 2003)

In the popular secular research John Gray, in his famous book “Men are from Mars and Women are from Venus” backs the notion that men come from a solution thought process and women tend to focus on relationship building. (Gray, 1993)

As pointed out by author Thomas Ellis, guys are required to try, while woman are not required to do so.

Men must approach and run the risk of rejection and woman get to do the rejecting and picking. In a daily ritual men are pressured to sacrifice their own self- worth for theirs.

A woman senior analyst at a top energy company said she often observes, “ . . women tend to engage in a lot of chit chat that does not generally connect to productive work . . “Of course, going back to the belief that woman are being more collaborative, the chit chat could be the foundation to relationship building for teamwork. That being said, teamwork as important as it is, has its drawbacks as well. One longitudinal study evaluating leadership styles of top CEOs found that when it comes to transformational leadership intuition may be more important than collaboration. (Goold, 1996)

Women tend to relate from an empathetic and meaning standpoint whereas men tend to be more low context in communication directly indicating what they are conveying in the communication.

For example, a man might say “I am running a little late for the meeting because of traffic.” That is exactly what he means. A woman, who is running the meeting, might be more inclined to interpret that as, “He is not interested in what I am saying.”

Studies show that men tend to have a higher self-perception of their capabilities while women tend to evaluate each other more leniently. Since studies of leadership often rely on perception this group think of women can often give a skewed value of actual effectiveness. In the Journal of Psychology Article relationship building. (Gray, 1993)

As pointed out by author Thomas Ellis, guys are required to try, while woman are not required to do so. Men must approach and run the risk of rejection and woman get to do the rejecting and picking. In a daily ritual men are pressured to sacrifice their own self- worth for theirs. A woman senior analyst at a top energy company said she often observes, “ . . women tend to engage in a lot of chit chat that does not generally connect to productive work . .

“Of course, going back to the belief that woman are being more collaborative, the chit chat could be the foundation to relationship building for teamwork. That being said, teamwork as important as it is, has its drawbacks as well. One longitudinal study evaluating leadership styles of top CEOs found that when it comes to transformational leadership intuition may be more important than collaboration. (Goold, 1996)

Women tend to relate from an empathetic and meaning standpoint whereas men tend to be more low context in communication directly indicating what they are conveying in the communication.

For example, a man might say “I am running a little late for the meeting because of traffic.” That is exactly what he means.

A woman, who is running the meeting, might be more inclined to interpret that as, “He is not interested in what I am saying.”

Studies show that men tend to have a higher self-perception of their capabilities while women tend to evaluate each other more leniently. Since studies of leadership often rely on perception this group think of women can often give a skewed value of actual effectiveness. In the Journal of Psychology Article referenced above, they note that men often take on harder tasks and often women may shine in the light of performing more reasonable tasks.

In the article, they note, “. . .this may be an explanation of the high rate of male dropouts and failure in the first year at the university of Liège; also, a factor explaining the female domination at the university. In the same way, the first choice of studies is moving towards shorter and less difficult orientation.”

Possibly the most important findings from the varied research is while considering self and other ratings, across all types of organizations and all leadership levels, there was no significant difference between the genders and leadership style.

Now it would be a good time we all looked further than gender and focused instead on which skills make the best leaders. It is necessary to establish a baseline where like personalities can be compared to like personalities regardless of gender. Beyond that the type of leadership styles could be determined and that element of gender bias would be eliminated as a factor. By using a DISC model, highly acclaimed and validated, we can compare success factors on an equal footing for similar personalities in similar industries using traditional effectiveness measures to determine the effectiveness of gender in leadership. We at the gbcenter.org use DISC to determine the leadership style. Basow, S.A. & Rubenfeld, K. Sex Roles (2003) “Troubles talk”: Effects of gender and gendertyping. 48: 183. doi:10.1023/A:1022411623948 Ellis Thomas; The Rantings of a Single Male: Losing Patience with Feminism, Political Correctness... and Basically Everything. Rannenberg Publishing 2005 pg. 8 Goold, Edward; 1996, Differences between strategic process styles of top managers in fastest-growing and largest companies. Dissertation UMI - Dissertations Publishing Document URL:http://ezproxy.nu.edu/login?url=http://search.proquest.com/docview/304300026?accountid=25320Gray, John; Men Are from Mars, Women Are from Venus: Practical Guide for Improving Communication and Getting What You Want in Your Relationships Harper Collins, 1993 Paustian-Underdahl, Samantha C.; Walker, Lisa Slattery; Woehr, David J. Gender and perceptions of leadership effectiveness: A meta-analysis of contextual moderators.Journal of Applied Psychology, Vol 99(6), Nov 2014, 1129-1145. http://dx.doi.org/10.1037/a0036751 Dr. Edward GooldEdward Goold has taught classes in International Business, Management, Leadership, Entrepreneurship, and Project Management and trained Realtors in real estate courses and helped in training openings for restaurants. He has taught at the undergraduate, graduate level and doctoral level. He launched a real estate career which led him to owning a one-stop shop real estate company. He oversaw agents offering loans, property for sale, business opportunities, property management and commercial multi-unit property sales.

In the Hospitality Industry, he did several trainings, apprentice, restaurant Goold, Edward; 1996, Differences between strategic process styles of top managers in fastest-growing and largest companies.

Dissertation UMI - Dissertations Publishing Document URL:http://ezproxy.nu.edu/login?url=http://search.proquest.com/docview/304300026?accountid=25320Gray, John; Men Are from Mars, Women Are from Venus: Practical Guide for Improving Communication and Getting What You Want in Your Relationships Harper Collins, 1993 Paustian-Underdahl, Samantha C.; Walker, Lisa Slattery; Woehr, David J. Gender and perceptions of leadership effectiveness: A meta-analysis of contextual moderators.Journal of Applied Psychology, Vol 99(6), Nov 2014, 1129-1145. http://dx.doi.org/10.1037/a0036751

Dr. Edward Goold Edward Goold has taught classes in International Business, Management, Leadership, Entrepreneurship, and Project Management and trained Realtors in real estate courses and helped in training openings for restaurants.

He has taught at the undergraduate, graduate level and doctoral level.

He launched a real estate career which led him to owning a one-stop shop real estate company. He oversaw agents offering loans, property for sale, business opportunities, property management and commercial multi-unit property sales. In the Hospitality Industry, he did several trainings, apprentice, restaurant management, chef and owned his own wholesale focused catering company. Goold has a doctorate from United States International University with a major in International Business and a minor in Strategic Management. He also obtained a Master’s in Business Administration from Cal State University Long Beach with an emphasis in Management. An inspiration from his love of education, culminated in co-founding the Global Leadership Association where he is Partnering Professor Emeritus, teaching business programs.

We use the DISC Model as our fundamental assessment tool to evaluate different leadership styles.

Phone: +1(619)844-3200

edgoold@americanheritagecollege.com


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