Sex differences, organizational level, and superiors' evaluation of managerial leadership

UNCG Author/Contributor (non-UNCG co-authors, if there are any, appear on document)
Elizabeth J. Natalle, Associate Professor (Creator)
The University of North Carolina at Greensboro (UNCG )
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Abstract: Leadership in a business context has been under scrutiny as a research topic for almost 30 years. Fiedler's (1967) least preferred coworker contingency model, Hersey and Blanchard's (1972) situational leadership theory, and Mintzberg's (1973) landmark observations of the nature of managerial work are mainstays in leadership literature. Although these and other managerial leadership theories differ in their approaches, they have a masculine perspective in common. This phenomenon reflects the organizational reality of the time; the number of female executives in the workforce when those studies were conducted was minimal and certainly not significant. Given the current and projected influx of women in management, it is imperative to refine theory in order to better understand how gender and/or sex differences influence managerial communication.

Additional Information

Management Communication Quarterly, 10, 523-540
Language: English
Date: 1997
Managerial leadership, Sex differences, Organizational level, Superiors' evaluation

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