外文翻译
原文
The female leadership advantage: An evaluation of the evidence
The Leadership Quarterly 14 (2003) 807–834
Alice H. Eaglya,*, Linda L. Carlib
Abstract
Journalists and authors of trade books increasingly asrt a female advantage in leadership, whereby women are more likely than men to lead in a style that is effective under contemporary conditions.
如何做好一个管理者 国外经典Contrasting our analysis of the claims with Vecchio’s [Leadersh. Q. 13 (2002) 643] analysis, we show that women have some advantages in typical leadership style but suffer some disadvantages from prejudicial evaluations of their competence as leaders, especially
in masculine organizational contexts. Nonetheless, more women are rising into leadership roles at all levels, including elite executive roles. We suggest reasons for this ri and argue that organizations can capture the symbols of progressive social change and modernity by appointments of women in key positions.
Keywords :leadership style and gender differences, prejudice, meta, gender analysis
1.Introduction
After years of analyzing what makes leaders most effective and figuring out who’s got the Right Stuff, management gurus now know how to boost the odds of getting a great executive: Hire a female. (Sharpe, 2000, in Business Week).
The idea that women are effective leaders has jumped from the writers of feminist trade books on management (e.g., Helgen, 1990; Roner, 1995) to the mainstream press and is steadily making its way into the popular culture. Articles in newspapers and business magazines reveal a cultural realignment in the United States that proclaims a n
搬家有什么讲究和忌讳ew era for female leaders. As Business Week announces that women have the ‘‘Right Stuff’’ (Sharpe,2000), Fast Company concurs that ‘‘The future of business depends on women’’ (Hefferman,2002, p. 9). Even more startling is Business Week’s subquent cover story on the ‘‘New Gender Gap,’’ maintaining that ‘‘Men could become lors in a global economy that values mental power over might’’ (Conlin, 2003, p. 78).
关于青年As we analyze the issues in this article, we contrast many of our views with tho of Vecchio (2002), who recently provided a review of some of the rearch relevant to the debate about female advantage.
2.The changing context of female leadership
Before delving into the issues of female advantage and disadvantage, we note that women’s corporate and political leadership is on the ri.Whereas women held only 18% of managerial and administrative positions in the United States in 1972, by 2002 that percentage had incread to 46% (U.S. Bureau of Labor Statistics, 1982, 2002). Moreover, in the Fortune 500, both the percentage of women among all corporate officers
(15.7%) and CEOs (1.4%) are at all-time highs (Black, 2003; Catalyst, 2002).
The increa in female leaders has been accompanied by changes in theories and practices of leadership.The contemporary approaches to leadership not only recommend a reduction in hierarchy but also place the leader more in the role of coach or teacher than previous models of leadership.To the extent that modern characterizations of effective leadership have become more consonant with the female gender role, this female disadvantage may be eroding.
3.日本电影大全 Methods of studying gender and leadership
To help readers of The Leadership Quarterly evaluate meta-analys pertaining to gender and leadership, we offer a very short primer on how to judge their quality.In this article, we rely on high-quality meta-analytic reviews becau of their advantages in producing valid conclusions from large rearch literatures.
4.Sex differences and similarities in leadership style
We first turn to the question of whether women and men differ in leadership style, an issue that many rearchers have addresd, primarily with organizational studies.
4.1. Task-oriented, interpersonally oriented, and autocratic–democratic styles
4.2. Transformational, transactional, and laisz-faire styles
5.The effectiveness of male and female leaders
We have prented meta-analytic evidence that women are slightly more likely than men to lead in the ways that managerial experts consider particularly effective and that have been shown to be effective in rearch on transformational.
望海潮 we have also prented evidence of prejudice against female leaders and potential leaders in masculine domains. Given both advantage and disadvantage, how do female leaders fare relative to their male counterparts? This question should be addresd with direct asssments of effectiveness on appropriate measures, including performance appraisals and objective outcome measures.
早安鸡汤 The results of the studies proved to be quite heterogeneous. Nevertheless, moderating variables successfully predicted the effect sizes, revealing support for the incongruity hypothesis that women are relatively less effective in leadership roles defined in especially masculine terms and more effective in roles defined in less masculine terms. The following findings were consistent with the expectations: (a) women were less effective than men to the extent that leadership positions were male dominated; (b) women were less effective relative to men as the proportion of male subordinates incread; (c) women were less effective relative to men the greater the proportion of men among the raters of leader effectiveness (e also Bowen, Swim, & Jacobs, 2000); (d) women were substantially less effective than men in military organizations, a traditionally masculine environment, but modestly more effective than men in educational, governmental, and social rvice organizations; (e) women fared particularly well in effectiveness, relative to men, in middle-level leadership positions, as oppod to line or supervisory positions. This finding is consistent with the characterization of middle management as favoring interpersonal skills that are in the more communal repertoire (e.g., Paolillo, 1981).
