11

Gender DiversityGender Diversity

22

Difference In Management Skills Between Men & WomenDifference In Management Skills Between Men & Women

Skill Gender Ranked Highest

1.Problem Analysis Men

2.Conflict Management No Difference

3.Delegating No Difference

4.Communicating Women

5.Time Management Women

6.Coaching and Developing Subordinates

Women

*summary of twelve studies

33

Differences In Leadership Style Between Men & Women

StyleGender Ranked

Highest

1.Providing More Challenges & Meaning to Subordinates

Women

2.Using New Perspectives in Problem Solving Women

3.Advising Subordinates of What is Expected of Them

Women

4.Rewarding Goal Performance Women

5.Wielding Power Based on their Position in the Firm

Men

6.Taking Disciplinary Action Men

*summary of twelve studies

44

Negotiation ActivitiesNegotiation Activities

Women perform better than men when the Women perform better than men when the negotiation opportunities are unclearnegotiation opportunities are unclear

55

Obtaining A MentorObtaining A Mentor

Women face more barriers than do men in Women face more barriers than do men in obtaining a mentorobtaining a mentor

66

Hitting The Glass CeilingHitting The Glass Ceiling

Women do so because they receive different Women do so because they receive different developmental opportunitiesdevelopmental opportunities

__________

Source: Three studiesSource: Three studies

77

New PerspectiveNew Perspective

Going through the maze of leadership is a Going through the maze of leadership is a better metaphor than glass ceiling;better metaphor than glass ceiling;

Glass ceilings have one barrier; Glass ceilings have one barrier;

88

New PerspectiveNew Perspective

Passage through a maze requires:Passage through a maze requires:

– PersistencePersistence– Awareness of one’s progressAwareness of one’s progress– Careful analysis of the paths lying aheadCareful analysis of the paths lying ahead

99

Some Requirements For Women Some Requirements For Women Seeking Leadership PositionsSeeking Leadership Positions

Increasing socializationIncreasing socialization

Building professional networksBuilding professional networks

1010

Management InterventionsManagement Interventions

Make people aware of the biases toward Make people aware of the biases toward female leaders;female leaders;

Work to dispel these prejudices;Work to dispel these prejudices;

1111

Management InterventionsManagement Interventions

Change the long-hours norm;Change the long-hours norm;

Reduce the subjectivity of performance evaluations;Reduce the subjectivity of performance evaluations;

1212

Management InterventionsManagement Interventions

Use open-recruiting tools such as advertising and Use open-recruiting tools such as advertising and employment agencies rather than relying on informal employment agencies rather than relying on informal social networks and referrals to fill positions;social networks and referrals to fill positions;

Ensure a critical mass of women in executive positions;Ensure a critical mass of women in executive positions;

1313

Management InterventionsManagement Interventions

Avoid having a sole female member of any team;Avoid having a sole female member of any team;

Prepare women for “line” management jobs that Prepare women for “line” management jobs that have demanding assignments;have demanding assignments;

1414

Management InterventionsManagement Interventions

Have family-friendly human resource practices;Have family-friendly human resource practices;

Encourage male participation in family-friendly Encourage male participation in family-friendly human resource practices;human resource practices;

1515

Management InterventionsManagement Interventions

Allow employees who have significant parental Allow employees who have significant parental responsibilities to prove themselves worthy of responsibilities to prove themselves worthy of promotion;promotion;

Welcome women back;Welcome women back;

1616

Thank You!Thank You!

QuestionsQuestionsandand

Open DiscussionOpen Discussion

1717

ThanksThanksDaniel F.Jennings, PhD, PEDaniel F.Jennings, PhD, PE

Andrew Rader Professor of Industrial DistributionAndrew Rader Professor of Industrial DistributionProgram Director, Executive MID DegreeProgram Director, Executive MID Degree

email: djennings@tamu.eduemail: djennings@tamu.eduPhone: (979) 845-4972Phone: (979) 845-4972