Park, Daewoo . Women in Management Review11.8 (1996): 13-17.
Turn on hit highlighting for speaking browsers by selecting the Enter button Hide highlighting Show duplicate items from other databases Abstract (summary) Translate Abstract Previous researchers have investigated the relationship between gender role and leadership style, and they also have investigated the relationship between decision style and leadership style. However, they have not investigated the relationship between gender role and decision style. Using 3 validated questionnaires with 90 participants, the relationship between gender role, decision style, and leadership style is tested. The development of effective human resources training and management programs requires further exploration of the relationship between gender role, decision style, and leadership style. Full Text Translate Full text Turn on search term navigation Daewoo Park: Assistant Professor of Management in the Department of Management and Entrepreneurship, College of Business Administration, Xavier University, Cincinnati, Ohio, USA In their 1987 review of the field of organizational behaviour, House and Singh[1] put much emphasis on the importance of leadership and decision making in organizational study. Heller[2] and Janis[3] also emphasized an integration between two normally disparate topics in our attempts to understand micro- and macro-organizational issues. Other researchers have continued their attempts to explain better the nature of leadership and/or decision making as well as their relationships with other factors. Studies on the relationship between gender role and leadership style, or between decision style and leadership style have reflected this trend[4, 5, 6, 7, 8, 9, 10, 11, 12, 13]. Leader behaviour (i.e. leadership style) is often conceptualized as consisting of two independent dimensions: initiating structure and consideration[14, 15]; task behaviour and relationship behaviour[16]; concern for production and concern for people[17]. According to Hersey and Blanchard[17], two dimensions of leader behaviour are defined as follows: task dimension includes goal setting, organizing, setting time lines, directing and controlling. By contrast, the relationship dimension includes giving support, communicating, facilitating interactions, active listening and providing feedback. In recent years, gender role (i.e. sex-role identity) has been studied by many researchers[6, 18, 19, 20]. According to Bem[18], the two dimensions of gender role are defined as follows. Masculinity includes being aggressive, independent, objective, logical, rational, analytical and decisive (i.e. the reverse of the femininity). By contrast, femininity includes being emotional, sensitive, expressive, co-operative, intuitive, warm and a tactful nature (i.e. the reverse of the masculinity). Many researchers have attempted to find the relationship between gender role and leadership style[5, 10, 21, 22, 23]. They assumed that gender role is an important personality trait that influences leadership style. Thus, they have related masculinity with task-oriented leadership style and femininity with relationship-oriented leadership style. These relationships have been empirically supported. Decision style also has been studied by many researchers[24, 25, 26, 27]. Four decision styles are defined by Rowe and Mason[26], with varying characteristics: - directive: practical, authoritarian, impersonal and power-oriented; - analytical: intellectual, impersonal and control-oriented; - conceptual: insightful, enthusiastic, personal, adaptive and flexible; - behavioural: sociable, friendly and supportive. According to Nutt[28], "style offers a way to understand why managers, faced with seemingly identical situations, use such different decision processes" (p. 174). Studies on the relationship between decision and leadership style appeared in Rowe and Mason[26]. It is clear that the directive and analytical decision styles are similar to a task- oriented leadership style and the conceptual and behavioural decision styles are similar to a relationship-oriented leadership style. However, unlike the relationships between gender role and leadership style, the relationship between decision style and leadership style has not been studied much[2, 3]. Further research is required to establish the relationship firmly. In addition, few studies exist on the relationship between gender role and decision style[4]. Based on studies on the relationship between gender role and leadership style as well as between decision style and leadership style, an argument could be advanced that gender role and decision style are closely related to each other. Therefore, one of the purposes of this study is to investigate the relationship between gender role and decision style. To investigate the relationship between gender role, decision style and leadership style, four hypotheses were proposed and tested here: H1:Individuals with a masculine role identity are higher in task-orientation and a directive/analytical decision style than individuals with a feminine role identity. H2:Individuals with a feminine role identity are higher in relationship-orientation and a conceptual/behavioural decision style than individuals with a masculine role identity. H3:Individuals with a directive/analytical decision style are higher in task-orientation than individuals with conceptual/ behavioural decision style. H4:Individuals with a conceptual/behavioural decision style are higher in relationship-orientation than individuals with a directive/analytical decision style. Method Sample The subjects of this study were college-aged men and women. Participants were 90 students (50 females and 40 males) drawn from senior-level undergraduate management classes. The average age was about 22 years. Procedure and measures Participants completed a questionnaire packet consisting of the Bem sex-role inventory (BSRI)[18], decision style inventory (DSI)[26] and leadership opinion questionnaire (LOQ)[29]. A variety of ways to measure and characterize gender roles, decision style and leadership style has been developed. Among them, BSRI, DSI and LOQ have received broad theoretical and empirical support as a style measure[26]. The BSRI was developed to assess gender role (i.e. sex-role identity) as indicated by internalized socially desirable characteristics. It contains 60 items, 20 characteristic of femininity, 20 characteristic of masculinity and 20 characteristic of social desirability bias. Items are rated from 1 (never or almost never true) to 7 (always or almost always true). The DSI measures a person's decision style. It consists of 20 questions, each with four responses, that concern typical situations facing managers. Each response is ranked1, 2, 4, or 8, with the highest number indicating the greatest degree of preference. The LOQ was developed to measure two dimensions of leader behaviour. The subject is asked to evaluate on a five-element scale how frequently an ideal leader should engage in the behaviour. The response to each of 30 leader behaviour items is rated on a five-point scale from 0 (never) to 4 (always). Results Table I shows the means, standard deviations and reliability coefficients (Cronbach alpha) from the BSRI, DSI and LOQ for all subjects in this research. In particular, most reliability coefficients show high reliability (greater than 0.75). The current study on the relationship between gender role, decision style and leadership style resulted in varied findings. All hypotheses were tested using one-way ANOVA. Directionally, as seen in Table II, the means of the leadership style scores for each gender group resulted precisely as anticipated. Task-orientation mean scores for the masculine group (49.7) were greater than the means for the feminine group (43.7). Relationship-orientation mean scores for the feminine group (47.8) were greater than the means for the masculine group (42.5). As seen in Table II, these differences were statistically significant. Also, the means of the decision style scores for each gender group resulted as predicted. As seen in Table II, the mean scores of directive (81.2) and analytical (85.4) decision style for the masculine group were both greater than the means (73.2 and 76.1) for thefeminine group. The mean scores for conceptual (75.3) and behavioural (77.7) decision style for the feminine group were both greater than the means (71.1 and 68.8) for the masculine group. As seen in Table II, these differences were also statistically significant. Further, the study focused on the sex of respondents who scored high/low in feminine/masculine traits and related style measures: 35 females and 21 males in groups with high feminine/low masculine traits and relationship-oriented styles; 32 females and 23 males in groups with high feminine/low masculine traits and task-oriented styles. In addition, the means of the leadership style scores for each decision style group resulted as predicted. As seen in Table II, task-orientation mean scores for the directive (82.8) and analytical (84.2) decision style groups were both higher than the means for the conceptual (73.3) and behavioural (69.8) decision style groups. Likewise, relationship-orientation mean scores for the conceptual (75.3) and analytical (71.7) decision style groups were both higher than the means for the directive (70.6) and analytical (65.5) decision style groups. As seen in Table II, these differences were also statistically significant. This means support for the results by Rowe and Mason[26] and implies that decision style can be aligned with leadership style. Discussion and application questions In recent years, a different approach to management research has emerged: a marriage of organizational behaviour/human resource management and strategic management[30, 31, 32]. Ibrahim and Kelly[31] called it "a paradigm shift" which re-emphasizes the combination of micro (i.e. people) and macro (i.e. organization and strategy) in management studies. Schuler[32] also emphasized "linking the people with the strategic needs of the business" as a critical success factor for many organizations. In addition, the issue of the "fit" between people (i.e. managers and employees) and organization (i.e. strategy, structure and process) has raised much concern and interest among academic researchers and practitioners[33]. Miles and Snow[33] explained the dynamics of fit: Misfit and minimal fit produce organizational failures or survival whereas tight fit and early tight fit result in excellence and "the Hall of Fame". The current study is an attempt to find how organizations can create and develop tight fit or early tight fit between people and their needs. For example, linking the people (managers and employees) with the strategic needs of the business such as competence acquisition, development and utilization requires an in-depth analysis[34]. Many organizations currently emphasize "teams" in their management processes. Because developing/keeping constructive confrontation is critical for teams[35], organizations try to organize teams with different types of people[36]. To assess and identify different types of people, organizations have adopted different measures. Instead of relying on a single measure, organizations have found that a combination of different measures could result in higher reliability[37]. In addition to leadership style, the importance of gender role and decision style is added to find the right people to meet the strategic needs of the businesses. However, a question still remains: are they substitutes or supplements? This requires further exploration on the relationship between gender role, decision style and leadership style. Finally, although this study did not include the meaning of androgyny, it has been discussed by many researchers[19, 22]. By defining androgyny as an ideal of human functioning blending the strong characteristics of masculinity and femininity, they argued that androgyny is necessary for a leader to be effective. In most cases, however, the positive relationship between androgyny and leadership effectiveness has not been supported. Is it a repetition of the great high-high (high task- and relationship-oriented) leader behaviour myth[38] ? This also deserves further study. Conclusions The findings of this study statistically supported the argument that there exists a close relationship between gender role, decision style and leadership style. Also, the findings suggest that different measures of gender role, decision style and leadership style can be adopted by organizations in their attempts to acquire, develop and utilize competence. In the light of the fact that some of the findings of this study concur with those from previous research[4, 6, 26], while other findings raise new questions, some suggestions are made for future research. Among the possibilities for further needed research would be development and validation of an instrument to measure gender role/decision style/leadership style effectiveness. Replication of the research on groups with different demographic characteristics might be another possibility for further research. Also, replication of research using different leadership style, decision style and gender role instruments would be worthwhile. Finally, these efforts would contribute to overcoming the nature of the "paper and pencil" testing as shown in this study. References 1. House, R.J. and Singh, J.V., "Organizational behavior: some new directions for I/O psychology", Annual Review of Psychology, Vol. 38, 1987, pp. 669-718. 2. Heller, F., Decision Making and Leadership, Cambridge University Press, Cambridge, 1992. 3. Janis, I.L., Crucial Decisions: Leadership in Policymaking and Crisis Management, Free Press, New York, NY, 1989. 4. 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