Explorations into sex, gender and leadership in the UK Civil Service Part 2. Hypotheses and research findings

Abstract

Purpose – This is the second part of a three-part paper exploring the intersection between sex, gender and leadership in the UK Civil Service. The first part of this paper outlined the training and development activities carried out by the authors, provided a literature review and drew conclusions, in the form of conjectures. The purpose of this paper is to present a series of null hypotheses derived from the conjectures. It then outlines the research methodology and research findings. The final part of this paper discusses the implications of the research findings, presents an evidence-based leadership framework and offers prescriptions for its use. Design/methodology/approach – Information was collected from a wide cross-section of UK Civil Servants between 1993 and 2013. Individuals were participants on training and development activities carried out by the authors. The information collected was a by-product of these activities. Individuals completed a variety of psychometric instruments, including self-assessments and 360-degree assessments, and provided information on their sex, work role and work situation. Statistical analysis was carried out on differences in the behaviour of male and female managers, differences in how such behaviours were assessed, using 360-degree assessments, and differences in behaviour and assessments of behaviour in different contexts. Findings – Research evidence presented points to the existence of contrasting gender stereotypes and sex differences in behaviour. It also shows that such differences are small and that there are far greater differences amongst men and women managers than between the average man and women manager. Differences in behaviour and assessments of behaviour were also more strongly linked to context than either sex or gender. Research limitations/implications – The research was a by-product of training activities. It was not a wide ranging, purpose-built research programme to explain the “glass ceiling”. It was carried out on a particular population and may not generalise to other contexts. Nonetheless, findings are broadly consistent with previous research. Practical implications – The third part of this paper discusses the implications of these findings, particularly for training and development professionals. It also presents and discusses additional research findings on leadership in the UK Civil Service. Social implications – The findings are relevant to the understanding of sex and gender differences in the work place. They relate to wider considerations of equality of opportunity and diversity. Originality/value – There is an extensive body of theory and research on sex, gender and leadership, although little is directly relevant to the UK Civil Service. This is new research, relevant to this context, that brings together these three themes.