• Summary
  • Contents
  • Subject index

This book offers a radical reassessment of organizational forces for change and barriers encountered by the `challenging women' - senior women managers faced with the task of transforming their organizations. Much has been written about women at work, the `glass ceiling' and discriminatory employment practices. This study is seminal in the linkage it makes between gender, innovation and organizational transformation. The book highlights the implications of this for all types of organizations and women managers everywhere.

Management Style, Gender and the Professions
Management style, gender and the professions

Women managers, on average, were judged more effective and satisfying to work for as well as more likely to generate extra effort from their people. Women were also rated higher than men on three of the four components comprising transformational leadership. Such female leaders were rated as having more idealised influence or charisma, being inspirational and individually considerate than their male counterparts. Although rated higher on intellectual stimulation, this difference was not large enough to be considered reliable. (Bass and Avolio 1993: 10)

Management is not a neutral concept. Managing within the private sector reflects the corporate interest in finance gain, but management can also be based on social principles. Management practices, techniques and procedures ...

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