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FEATURE/New Management Research Group Study Highlights Gender Differences in Leadership Practices Business Editors 1 1 Business Editors . Business Wire ; New York [New York]20 Oct 1998: 1.

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ABSTRACT (ABSTRACT) PORTLAND, Maine--(BUSINESS WIRE FEATURES)--Oct 20, 1998--Female managers are more results-oriented in

their work while their male counterparts engage in more business analysis and strategic planning. However,

bosses find them equally effective overall. These are some of the findings reported in a major new research study

completed by the Management Research Group (MRG(R), http://www.mrg.com) of Portland, Maine. The study,

"Gender Differences in Organizational Leadership", was presented at the 106th Convention of the American

Psychological Association.

FULL TEXT FEATURE...

PORTLAND, Maine--(BUSINESS WIRE FEATURES)--Oct 20, 1998--Female managers are more results-oriented in

their work while their male counterparts engage in more business analysis and strategic planning. However,

bosses find them equally effective overall. These are some of the findings reported in a major new research study

completed by the Management Research Group (MRG(R), http://www.mrg.com) of Portland, Maine. The study,

"Gender Differences in Organizational Leadership", was presented at the 106th Convention of the American

Psychological Association.

"We believe that this is one of the largest and most comprehensive studies of gender and leadership conducted to

date," said Robert I. Kabacoff, Ph.D, Director of Research at MRG.

Dr. Kabacoff explained that many of the previous studies on gender and leadership practices suffered from small

sample sizes, narrow definitions of leadership, use of academic rather than business settings, and a lack of control

for gender differences in job function and organizational position. The MRG study compares 900 female and 900

male managers who completed 360-degree evaluations as part of leadership development programs in 143 North

American companies. Subjects were selected from 46 US states, 6 Canadian provinces, and across all industry

sectors. In addition, subjects were matched on job related characteristics, including organization, management

level, job function, and management experience. Using MRG's multi-rater feedback instrument, Leadership 360O,

Dr. Kabacoff was able to obtain data on the subjects regarding 22 leadership practices as evaluated by self, boss,

peers, and direct reports (subordinates). In total, more than 17,000 detailed assessment questionnaires were

completed.

Analyses of the data reveals that men score higher -- both from a self and observer perspective -- in the visionary

aspects of leadership. Male managers are seen as more innovative and take a longer-range, strategic approach. At

the same time, men exhibit a more conservative orientation in looking at problems in the context of past practices.

Women are more focused on achieving results, pushing themselves and others to produce at a high level. Women

are seen as operating with more energy, intensity, emotional expression, and a greater capacity to keep others

enthusiastic and involved, while men are seen as more low-keyed and restrained.

Dr. Kabacoff finds it particularly significant that the MRG study refutes the widely-held view that women are more

democratic, men more autocratic in their leadership practices. "The idea that women manage in a more

participatory way is not borne out by our data," Kabacoff reports. "Men are more inclined to delegate tasks to

others and cooperate with colleagues, according to the research. Female managers, on the other hand, are apt to

come across as more assertive and competitive in achieving their goals, while maintaining more control of their

assigned projects. At the same time, women see themselves as more empathic. They seek to establish a

supportive relationship with others and demonstrate active concern for the well-being of their coworkers."

The MRG study asked the observer groups to rate the male and female managers according to their business

skills, their people skills and their overall effectiveness as leaders in their organizations. There was agreement

among boss, peers and direct reports that men demonstrate greater business skills, such as financial

understanding, effective decision making, and knowledge of organizational dynamics. The observers were also

consistent in rating women higher in general people skills, which includes the willingness to listen, the capacity to

get people involved and enthusiastic and their credibility among peers and subordinates. In terms of overall

leadership abilities, bosses rated men and women as equally effective. Direct reports and peers rated women

slightly higher.

MRG is investigating the implications of these findings through further discussions with client organizations, panel

discussion, and empirical research. A follow-up study focusing on gender and executive leadership behavior (at the

CEO and Senior Vice President level) is currently underway. Management Research Group researches and designs

diagnostic assessment instruments used to enhance personal and organizational effectiveness.

A copy of the report Gender Differences in Organizational Leadership can be obtained by contacting David Vickrey

by phone at (207) 775-2173, fax (207) 775-6796, e-mail info@mrg.com or by writing to Management Research

Group, 14-26 York Street, Portland, Maine 04101. Visit MRG on the Web at http://www.mrg.com. SEQN: BW1134

DETAILS

Publication title: Business Wire; New York

Pages: 1

Number of pages: 0

Publication year: 1998

Publication date: Oct 20, 1998

Dateline: MAINE MASSACHUSETTS

Publisher: Business Wire

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Place of publication: New York

Country of publication: United States, New York

Publication subject: Business And Economics

Source type: Wire Feeds

Language of publication: English

Document type: WIRE FEED

ProQuest document ID: 446780574

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Copyright: Copyright Business Wire Oct 20, 1998

Last updated: 2018-02-25

Database: ProQuest Central