Variations in Management Style between Men and Women in Social Services
In management within the social services context, the leadership style can be stereotypic since there are diverse guidelines on roles of a manager (A. H. Eagly & B. T. Johnson, 1990). These roles raise the social workers awareness of his/her duty (Gutierrez & Lewis, 1999). Besides having these guidelines as the leads to playing his role, a social worker management style is based on identifying and building upon existing strengths of the people he is serving, the social worker empowers, capacitates and enlightens mutually to help the people he is serving achieve various distinctions in their constrained lives (K.
van Wormer, 2002). There are variations in management styles of men and women in social service. These variations are observed based on decision making styles of either female or male managers (Albaum, 2003). However, social scientists argue that male and female leaders who occupy the same organizational role differ very little. Managers of both sexes are concerned about managing effectively than about representing sex differentiated features of societal gender roles (A. H. Eagly & B. T. Johnson, 234).
Kanter’s (1977a) structural interpretation of organizational behavior of women and male managers is that apparent sex differences in the managers is due to different structural positions of the sexes in organizations and that women are in lesser positions hence behave in lesser manners. Women and men managers behave stereotypically with each manager (male/female) advocating for the best in the job to expedite effectiveness and outdo the other sex. The difference in management behavior is accepted by both the public and social scientist with the difference being attributed to personal traits acquired during early socialization (A.
H. Eagly & B. T. Johnson, 234). Notable differences in men and women managers in social service lie within the organization behavior and management behavior culture. Kristen argues that the ingrained differences in personality traits and character tendencies are indicative of the varying styles of management. Most social scientist argue that women in comparison to men are friendly, pleasant, interested in other personalities, expressive and socially sensitive. In comparison to a man, a female manager portrays high interposal and task orientation aspects of leadership.
Male managers show less aggressive approach to consideration and initiation of strategy while women are considerate and initiate structure of strategy. Male managers are blamed for high hardness while women conflict their gender and managerial role (Kristen 2003, Eagly & Johnson 1990, Albaum, 2003). The conflicts of managerial style arise due to traditional aspects of masculinity as necessary to enforce order and consistency. This leads to women being subjected to over-performing so as to attain goals important to the social service/institution due to gender bias.
Attitudes towards women managers by workers are negative. This is due to perceptions about traditional roles in the society are deep-rooted within the male context of gender perceptions. It leads to the manifestation of the fact that workers visualize the subordinate position of the women as rightful hence the workers are reluctant to have women managers (Eagly & Johnson 1990). In terms of effective management, men are seen to perform diligently through improving morale of the workers while the commonplace overview is that women are to a certain degree less qualified and have negative effects on morale.
The notables in difference in management • Women were more interpersonally oriented • Women are democratic men are autocratic • Women are more tasks oriented than men More or so, women are seen as smarter than men while men are more ambitious and less dynamic. According to (Hendricks, 2008) men are very good in conflict resolution than women pitting women at lesser positions in making tough and radical decisions. This context defines men as tough and direct and rapid in making decisions.
Hendricks argues that, women are attuned to their real them than the function of their position as themselves. Hendricks defines this as a quality that draws the woman as a personality which strives to accomplish and seeks to develop the purpose of her service/organization. Conclusion As such these variations define the quality of gender in management in empowering and capacitating institutions and the society. With women as consistent and dynamic men qualify as enforcers of reforms and affirmative action in the society.The combination of these various traits would make a sound service provision team.
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