"The Effects Associated with Gender in Management" - Equality

"The Effects Associated with Gender in Management" - Equality?

Previous research has demonstrated that when reference is made to a management and leadership role, the typical descriptive agentic traits of men is often aligned. Suggesting, that men are better suited to this kind of role (Schein et al., 1996; Koenig et al., 2011). The alignment of male gender attributes and leadership role association theory was demonstrated by a study conducted by (Koenig et al., 2011). This could suggest then that women already in a leadership or management role could be perceived as being more competent in these roles, given the exceptionally high standards they must have to have met achieving such a level (Foschi, 1996, 2000).

A study conducted by CIPD (2020) in figure 2 highlighted the difference in pay regarding gender in an organisational workforce of 239 women and 94 men (CIPD, 2020) with women at a majority in number yet still received on average less in pay. It is important to note that since 2017 it is unknown what the figures for men equated to.

Figure 2: CIPD’S gender pay gap.?

Where women are able to negotiate their way up the management tree it is suggested that they are likely to be subject to greater criticism and placed into situations of greater risk than that of their male counter parts (Mulcahy & Linhan, 2014; Ryan, Haslam, Hersby, & Bongiorno, 2011). It is argued that women in management positions are more liked, more favourable and visible when they display their stereotypical, socially expected, communal behavioural characteristics in the workplace (Carli LaFleur, & Loeber, 1999; Heilman & Okimoto, 2007). However, this view does not appear to align with the fact that many women displaying these communal behavioural characteristics at all levels often goes unnoticed within the workplace (Fletcher ,1999; Heilman & Chen, 2005). Therefore, may be a relevant reason for the disproportionate number (Catalyst, 2020) of women in leadership or management roles.

The illustrative attributes of gender roles set forth the beliefs on how women’s behaviours are socially viewed. It is considered particularly prevalent at the hierarchical levels within an organisation (Rudman & Glick, 2001). The gender bias that exists for women regarding leadership style can often mean that already effective women leaders will find it difficult to make their way to the top in senior roles, even if they have done “all the right stuff” (Heilman & Haynes, 2008; Stroh, Brett, & Reilly, 1992). It is thought that when women have climbed the management or leadership tree and they combine their stereotypical communal behaviour characteristics with agentic characteristics, the individualised consideration and inspirational motivation factors of transformational leadership becomes favourable and their promotion prospect is enhanced (Hackman, Furniss, Hills, & Patterson, 1992). In a study conducted by Hentschel, T et al., (2018) on “the communality-bonus effect for transformational leaders- leadership style, gender, and promotability” results suggested that fostering team spirit and specifically focusing on values may be a strategy for women to attain equal levels of success in their career. Supporting the views of Hackman, Furniss, Hills, & Patterson, (1992). Furthermore, it is thought that women who emit low levels of Individualised consideration were less likely to be subject to career enhancement. Emitting low levels of individualised consideration, or in other words, not showing concern for others has a socially viewed influentially negative effect over and above of that experienced by their male counterparts (Heilman & Okimoto, 2007).

The expectation for women to blend behavioural characteristics (communal and agentic) places a double burden on the leader that is not experienced by their male counterparts navigating a similar route (Eagly & Carli, 2007). It appears that individualised consideration is a significant and influential factor in the progression of women in management, aligning with the views reported by Eagly, Johannesen-Schmidt and van Engen (2003).?