Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
Gender on Leadership Style and Employee Job Satisfaction"The glass ceiling" emerged as a widely employed metaphor in the nineties to account for inaccessibility of organizational leadership posts for females. Even today, females continue to encounter a number of challenges when aiming for leadership positions (Ayman & Korabik, 2010). Research scholars recognize the broad significance of culture and situational contingencies as contextual factors governing leadership, whilst also presenting leadership or governance as a largely gender-neutral phenomenon. As of 2010, the labor force of the U.S. comprised of approximately 72 million women (aged 16+); i.e., 58.6% of American females above 16 years were employed, with 40% of the working female population either in professional or managerial roles (Jackson, Alberti & Snipes, 2014). In this paper, gender's impact on personnel job satisfaction and leadership approach will be studied, by reviewing scholarly literature on the subject.
They characteristically aid and encourage their subordinates, are flexible, and evade conflict through cooperative discussions. Stereotypical females are now faced with a conundrum. They may continue to function as democratic, supportive leaders and seek a means to earn workforce acknowledgment of their leadership status, or take on a more aggressive, masculine approach to leadership for ensuring people view them as more authoritative personalities epitomizing control.
One can objectively assert that in the present day, females' roles in corporate USA have indeed expanded. But females continue to be underrepresented in management roles. Gender role stereotypes' impact, regrettably, leads to undervaluing of women's efficacy in the leadership role in virtually all circumstances. Consequently, there is a clear need for proving or disproving stereotypes (Ayman & Korabik, 2010). Available studies offer numerous descriptions of how personnel are impacted by their managers' gender. While a few authors suggest that females and males have distinct leadership approaches and subordinates will be able to identify with one of the two approaches (Crites, Dickson & Lorenz, 2015), other authors believe it is the incongruity or congruity of leader-follower gender, and not essentially the gender and distinct…
Employees' job satisfaction and success is tremendously influenced by managers. Studies show that men and women have varying preferences for the choice of the gender of their manager. Several studies have concentrated on this matter. Unfortunately, the outcomes of the studies are inconsistent. This paper, therefore, seeks to review past findings of research with the intention of exploring and casting light on the relationship between the variables in the modern
Hence, a more corporate attitude is being embraced by pro-vice-chancellors, but the salient question in this article is this: will a university be better off with corporate-style, bureaucratic leadership, or with leadership that pursues academic excellence and a pure mission of educating students? Wang, Yong, and Poutziouris, Panikkos. (2010). Leadership Styles, Management Systems and Growth: Empirical Evidence from UK Owner-Managed SMEs. Journal of Enterprising Culture, 18(3), 331-354. Doi: 10.1142/So21849581000604. What these authors
Leadership Styles As the behavior of the leader, so is the behavior of the follower." This colloquial proverb can be seen in families. Angry parents tend to raise angry children. Similarly patient, and understanding parents who also know how to set boundaries tend to raise balanced, patient children. This observation can also be applied to the business environment. This study is concerned with behavior of workers within an organization, or company,
Leaders have important roles at different ranks in organizations. A manager's leadership style has an effect on the work and attitudes of employees. Leaders ought to lead their subordinates in a manner that makes them happy to carry out their responsibilities. The thesis statement for the purpose is given as follows. "Any organization should aim to acquire and retain the best talent and effective leadership ensures that good employees are
Leadership Styles: How to Become an Effective Leader Power Perspective and Leader as Representatives Extrovert and Introvert Emotional Intelligence (EI) Competencies to Leadership Effectiveness Task-Oriented Leadership Satisfaction and Performance Four Dimensions of Leader-Member Exchange Authentic leadership and Servant Leadership Creating Social and Organizational Identity Goal Orientations Transformational Leaders Enhancing the Goal-Setting Process Leadership Styles As the workplace turns out to be increasingly complex and multicultural, the cry for effective leadership has been answered by a growing popularity of leadership studies in various
Furthermore, there are a number of similarities and overlaps between such leadership theories that do not prevent their being characterized as transformational in nature. For example, "Most leaders behave in both transactional and transformational ways in different intensities and amounts; this is not an entirely either-or differentiation" (Miner, 2002 p. 743). One of the more interesting issues to emerge from the research is the need for transformational leaders to teach