Male and Female Managers' Nonverbal Ability and Others' Ratings

2005 ◽  
Author(s):  
Kristin Lynn Byron
Keyword(s):  
Male And Female ◽  
Female Managers ◽  
Nonverbal Ability

Category Accessibility, Ratings of Prototypicality, and Perceptions of Managerial Role Attributes

1988 ◽  
Vol 62 (1) ◽  
pp. 195-210 ◽  
Author(s):  
Bruce J. Avolio ◽  
Karl Galen Kroeck ◽  
Barry R. Nathan
Keyword(s):  
Women Students ◽  
Processing Time ◽  
Decision Time ◽  
Performance Information ◽  
Male And Female ◽  
University Employees ◽  
Managerial Role ◽  
Female Managers ◽  
Decision Times ◽  
Differential Access

The hypothesis that people have differential access (as measured by decision-processing time) to descriptive categories of what is applicable to male and female managers, who were effective or ineffective, was tested. A list of adjectives was presented sequentially on a CRT screen to 96 participants (48 men and 48 women, students and university employees), who evaluated each item as to “how characteristic” or “how uncharacteristic” the adjective was in describing a male or female effective (ineffective) manager. “How characteristic,” or rated prototypicality and decision-time were dependent measures. Analysis indicated that sex of target had little influence on either rated prototypicality or decision times when performance information was presented. Differences in correlations between decision times and prototypicality ratings varied primarily with the manipulation of effectiveness.

BEHAVIORAL IMPLICATIONS OF ADAPTION INNOVATION: I. MANAGERIAL EFFECTIVENESS AS A FUNCTION OF SEX DIFFERENCES IN ADAPTION-INNOVATION

1989 ◽  
Vol 17 (1) ◽  
pp. 51-55 ◽  
Author(s):  
Nicholas F. Skinner
Keyword(s):  
Sex Differences ◽  
Cognitive Style ◽  
Management Style ◽  
Effective Management ◽  
Managerial Effectiveness ◽  
Male And Female ◽  
Female Managers ◽  
The Relationship

Three studies investigated the relationship between effective management and the positions of male and female managers on Kirton's cognitive style dimension of adaption (doing things better) vs. innovation (doing things differently). Both sexes equated innovation with effective male management and adaption with effective female management. The role in management style of characteristic sex-specific differences in adaption-innovation is discussed.

Self-evaluations of male and female managers

Sex Roles ◽  
1979 ◽  
Vol 5 (5) ◽  
pp. 571-580 ◽  
Author(s):  
Kay Deaux
Keyword(s):  
Male And Female ◽  
Female Managers

Effects of request legitimacy on the compliance‐gaining tactics of male and female managers

1991 ◽  
Vol 58 (4) ◽  
pp. 421-436 ◽  
Author(s):  
Randy Y. Hirokawa ◽  
Jeffrey Mickey ◽  
Steven Miura
Keyword(s):  
Male And Female ◽  
Female Managers ◽  
Compliance Gaining

Gender difference and informal competition: evidence from India

2019 ◽  
Vol 26 (1) ◽  
pp. 2-17 ◽  
Author(s):  
Omar Farooq ◽  
Harit Satt ◽  
Souhail Ramid
Keyword(s):  
Gender Differences ◽  
Logistic Regression ◽  
Design Methodology ◽  
Male And Female ◽  
Content Type ◽  
Female Managers ◽  
Institutional Infrastructure ◽  
Ordered Logistic Regression ◽  
The World ◽  
Enterprise Survey

PurposeThe purpose of this paper is to document how male and female managers respond to competition posed by informal firms.Design/methodology/approachThe methodology uses the ordered logistic regression and the data provided by the World Bank’s Enterprise Survey to test the arguments for firms headquartered in India.FindingsThe findings show that firms managed by females are more likely to consider informal competition as a bigger obstacle for their operations than firms managed by males. It also shows that this relationship is more pronounced in provinces with weak institutional infrastructure. Lastly, the paper shows that firms managed by females respond to competition from the informal sector by undertaking more innovations than firms managed by males.Originality/valueThis research extends the literature on gender differences in response to competition by documenting how female managers respond to external competition in emerging markets.

THE INFLUENCE OF FEMINIST SELF-DEFINITION ON THE DEMOCRATIC ATTITUDES OF MANAGERS

2001 ◽  
Vol 29 (6) ◽  
pp. 607-615 ◽  
Author(s):  
Ayala Malach Pines ◽  
Henriette Dahan-Kalev ◽  
Sigalit Ronen
Keyword(s):  
Gender Difference ◽  
Exploratory Study ◽  
Management Style ◽  
Male And Female ◽  
Democratic Leadership ◽  
Female Managers ◽  
Democratic Attitudes ◽  
And Gender ◽  
Better Than

The only consistent gender difference in management style reported in the literature is the more democratic style of women. Democratic leadership is a cornerstone of the feminist approach. The current exploratory study attempted to differentiate between the effect of feminist self-definition and gender in explaining differences in democratic attitudes of managers. Israeli male (43) and female (28) managers were questioned about their managerial attitudes and whether they are feminist or non-feminist. Results suggest that a surprisingly high number of both male and female managers defined themselves as feminist. Furthermore, feminist selfdefinition was found to explain several democratic managerial attitudes better than gender.

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