Gendered Managerial Styles

Paper Summary:

This paper discusses the topic of gender differences and how these differences effect organizations in transition. The paper specifically focuses on defining how gender differences affect managerial styles and organizational change. The paper also discusses concepts that can be applied in an organization that will make gender differences in managerial styles a valuable asset.

Outline:
Gender Differences in Managerial Style
Defining Gender Differences in Managerial Style
Gender and Organizational Social Change Models
Past, Present and Future of the Issue
Solutions and Recommendations

From the Paper:

"Cultural differences treat gender differences and social roles differently. Some cultures, such as Muslim countries, still have narrowly defined gender roles and occupations. For instance, Chinese women have a significant conflict between work and family obligations (Aaltio and Huang, 2007).While, in other more liberal countries, such as the US and England, women in the boardroom are a common sight. These differences will help to define the rules governing international relations in the future. As women in positions of power become more common in liberal countries, it will effect traditional communications and relationships in countries where gender roles are still highly defined."

Sample of Sources Used:

• Aaltio, L. and Huang, J. 2007. Women managers' careers in information technology in China: high flyers with emotional costs? Journal of Organizational Change Management. Vol. 20. Issue 2, pp. 227-244.
• Akgun, A., Byrne, J., Lynn, G., and Keskin, H. 2007. Organizational unlearning as changes in beliefs and routines in organizations. Journal of Organizational Change Management. Vol. 20. Issue 6, pp. 794-812.
• American Psychological Association (APA). 2006. When the Boss is a Woman. March 22, 2006. Psychology Matters. Available at: http://www.psychologymatters.org/womanboss.html
• Diefenbach, T. 2007. The managerialistic ideology of organisational change management. Journal of Organizational Change Management. Vol. 20. Issue 1., pp. 126-144.
• Eveline, J. 2005. Woman in the ivory tower: Gendering feminised and masculinised identities. Journal of Organizational Change Management, Vol. 18, No. 6, pp. 641-658.

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