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Gender Differences in Management Style: Evidence from the Accounting Profession

The research. This presentation is based on a research study by Karen Collins of Lehigh University.The study was commissioned by the American Woman's Society of CPAs and supported financially by a number of firms including J.P. Morgan, Sara Lee, Deloitte

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Gender Differences in Management Style: Evidence from the Accounting Profession

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    1. Gender Differences in Management Style: Evidence from the Accounting Profession Presentation by Deborah H. Turner, Ph.D., CPA DuPree College of Management

    2. The research This presentation is based on a research study by Karen Collins of Lehigh University. The study was commissioned by the American Womans Society of CPAs and supported financially by a number of firms including J.P. Morgan, Sara Lee, Deloitte & Touche, and KPMG Peat Marwick.

    3. The purpose The study was designed to learn more about how female and male accountants interact with and influence others in their work organizations. Some have posited that women have not risen to senior management positions because women are not as effective at managing as men. Is this true??

    8. The research questions What management styles do female and male accountants use? Do the management styles followed by female accountants differ from those of their male colleagues? Are the management styles of female and male accountants accepted by others?

    9. Three management styles examined: Management by exeption Management by exception (command and control): Managers wield power based on their position in the organization. Concentrate on identifying and correcting mistakes and taking disciplinary action.

    10. Three management styles examined: Contingent reward leadership Contingent reward leadership: Manager lets subordinates know what is expected of them and what they will receive if they meet the stated objectives. Management style establishes a contract that specifies job requirements and rewards good performance.

    11. Three management styles examined: Transformational leadership Transformational leadership: Managers provide meaning and challenge to their subordinates work. Managers encourage others to approach problems from new perspectives. Managers work one-on-one with subordinates to meet their professional and emotional needs. Managers serve as role models.

    16. Management skills examined Problem analysis & decision-making Communicating Time management Coaching & developing Conflict management Delegating

    19. Conclusions of study Work organizations should be gender neutral in the selection and promotion of managers. Female accountants are at least as effective at managing as their male colleagues. Females are more likely than males to use the most effective style (transformational leadership) and less likely to use the least effective style (management by exception).

    20. Conclusions of study--continued Organizations that restrict the advancement of women based on the false belief that women are not as good at managing as men may be underutilizing their female personnel, thereby reducing the effectiveness of their companies.

    21. More information? Contact Debby Turner at deborah.turner@mgt.gatech.edu

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