Male vs. Female Leadership

Paper Summary:

The researcher reviews two male and two female leaders in large global organizations. The researcher examines the long-term objectives, mission, values and beliefs of the organization in an attempt to discern whether female led organizations are more apt to adopt different long- term goals than male led organizations. The paper shows how males and females are likely to perform equally well when afforded the opportunity to take on advanced leadership roles within an organization. The paper stresses, however, that as long as stereotypes exist regarding women's ability to perform adequately within the organizational leadership role, women will continue to struggle to maintain egalitarian representation in the world of corporate society.

Outline:
Abstract
Introduction/Background to Problem
Environmental Context of the Investigation
Conceptual Framework Framework/Espoused Leadership Model
Theoretical Foundation and Framework for Research
Literature Review
Summary of Literature
Research Questions and Hypothesis
Implications and Significance of Study
Methodology
Summary and Conclusions
Implications Suggestions for Future Research

From the Paper:

"Studies suggest that roughly 79 percent of the female population and 82 percent of the male population believe that men and women manage differently and thus, contribute to the organization's bottom line in different ways (RBI, 2004). This assumes a potential difference in the ways male vs. female organizations lead, including their goal setting preferences. According to recent surveys of 1,000 employees RBI (2004) revealed that more and more women are also breaking into top organizational roles, and within these roles are more likely to be described as either "controlling, approachable or direct" (RBI, 2004)."

Sample of Sources Used:

• Butterfield, D.A. & Grinell, J.P. (1999). "Re-viewing gender, leadership, and managerial behavior: Do three decades of research tell us anything?" IN, G. Powell (ed) Handbook of gender and work (223-238). Thousand Oaks: Sage.
• Calder, B.J. (1977). "An attribution theory of leadership." In, B.M. Staw & G.R. Salanik, (eds)., New direction in organizational behavior. Chicago: St. Clair.
• Carli, L.L. & Eagly, A.H. (1999). "Gender effects on social influence and emergent leadership." In G. Powell (ed.), Handbook of gender and work (203-280). Thousand Oaks: Sage.
• "The Coca-Cola Company." Available: http://www2.coca-cola.com/ourcompany/ourbeliefs.html
• Deaux, K. (1984). "From individual differences to social categories: Analysis of a decades research on gender." American Psychologists, 39(1): 105-116.

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