The Comparative Aspect of Theoretical Analyze and Leadership Styles vs. Methods of Assessing Leader Roles

Grigor Dede,Alba Robert Dumi,Samuel Humbley S’Eche

doi:10.5901/ajis.2014.v3n1p81

Grigor Dede, Alba Robert Dumi + Show 1 more

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https://doi.org/10.5901/ajis.2014.v3n1p81

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Abstract

In recent years many social scientists management consultants and other writers have addressed the topic of gender and leadership style. Same authors with extensive experience in organizations who write nontechnical books for management audiences and the general public have argued for the presence of sex differences in leadership style. For example Olden (1985) maintained that there is a masculine mode of management characterized by qualities such as competitiveness, hierarchical authority high control for the leader and unemotional and analytic problem solving. Olden argued that women prefer and tend to behave in terms of an alternative feminine leadership model characterized by cooperativeness collaboration of managers and subordinates lower control for the leader and problem solving based on intuition and empathy as well as rationality . Our Meta analysis thus provides a systematic quantitative integration of the available research in which the leadership styles of men and woman were compared and statistical analysis were performed on the resulting data. The fact that investigators have examined many facets of leadership style requires that reviewers decide which facets to include and how to organize them into types. In examining this issue we found that the majority of the studies had assessed the extent to which leaders or managers were concerned with two aspects of their work. The first of these aspects we termed task accomplishment that is organizing to perform assigned tasks .The second aspect we termed maintenance of interpersonal relationships that is tending to the morale and welfare of the people in the setting. DOI: 10.5901/ajis.2014.v3n1p81

Highlights

Olden s writing echoes the androgynous manager theme developed earlier by Sergeant (1981)who accepted the idea that woman and men including those who are managers in organizations,behaves stereotypically to same extend
In somewhat different rendition of this sex difference theme, (Henning and Jar din (1977) acknowledged sex differentiated managerial behavior which they ascribed to personality traits acquired in early socialization, through differing male and female resolutions of the Oedipus complex. (Leadership Process, Pirece J &Newstorm J, Third edition 2003)
In contrast of these generalizations about gender stereotypic leadership styles promulgated in brooks written primarily for practicing managers and general public social scientists have generally maintained that there are no reliable differences in the ways that woman and man lead. “(Neiva &Gutted 1981 p.96) a few social scientist have acknowledged that there is some evidence for sex differences in leadership style among research participant who have not been selected for occupancy of leadership roles in natures setting, most have agreed that woman and men who occupy leadership roles in organizations do not differ

Summary

Introduction

Olden s writing echoes the androgynous manager theme developed earlier by Sergeant (1981)who accepted the idea that woman and men including those who are managers in organizations ,behaves stereotypically to same extend. (Leadership Process, Pirece J &Newstorm J, Third edition 2003) In contrast of these generalizations about gender stereotypic leadership styles promulgated in brooks written primarily for practicing managers and general public social scientists have generally maintained that there are no reliable differences in the ways that woman and man lead. “(Neiva &Gutted 1981 p.96) a few social scientist have acknowledged that there is some evidence for sex differences in leadership style among research participant who have not been selected for occupancy of leadership roles in natures setting, most have agreed that woman and men who occupy leadership roles in organizations do not differ. In general comparative research indicates that there are few differences in the leadership styles of female and male designated leaders” (Bartok& Martin, 1986, p.278).Underlying this divergence in the opinions voiced in popular and social scientific writing is the fact that authors in these two camps have based their conclusions primarily on their own experience in organizations as well as on the impressions they gleaned from interviews with practicing managers. “(Neiva &Gutted 1981 p.36)

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