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Differences between Czech Male andFemale Managers

Daniela Pauknerova,Ph.D.University of Economics,Prague


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Introduction

two main points of view in managementstudies:

1. female managers are different, they usedifferent leadership style Rosener (1990),Helgesen (1990)

2. more similarities than differences: Eagly2001, 2007, Bass 1990, 1997, Kolb

Czech culture is specific traditional,masculine, secular


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Masculinity and femininity at work Hofstede

Masculine society

Dominant value ismaterial success andprogress

Money and materialthings are important

Managers should beassertive and decisive

Emphasis on equity,competition andachievement

Conflict resolution thebest wins

Feminine society

Dominant value istaking care of others

People and good

relations are important Managers use intuition

and consensus

Emphasis on equality,solidarity and quality ofworking life

Conflict resolution bycompromise andnegotiation


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Cross-cultural research, mean gender roleequity scores (Univ.of Pittsburgh, Frieze etal., 2007)

Men Women

USA 3,68 4,13*

Central and Est.Europe

3,59 4,00*

Albania 3,20 3,67

Croatia 3,56 4,09

Czech Rep. 3,62 3,95

Hungary 3,69 4,02

Lithuania 3,37 3,66

Poland 3,21 3,66

Russia 3,59 3,77

Slovakia 3,92 4,16

Slovenia 3,84 4,25


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Attitudes toward feminism

We can not listen to today's popular

isms, such as feminismthese isms

don't support freedom, there are

endangering it. V.Klaus, Czech president,

November 2006.


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Research questions

What attitudes do people have towardwomen at work and in leadershippositions?

Do female and male leaders differ:

- in their personality traits,

- in their behavior?


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Study 1 - Career expectations

students - 94 females, 93 males

1. Expectations related to women and men atwork.

2. Expectations related to personal and familylife.

3. Expectations related to women and men inmanagerial positions.


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Findings (Part 1 and 2)

1. Socially desirable answers (40%): Womenshould have the same rights as men.

Married women should not bediscriminated. Married men should let

their wives work if they wish so.2. Women as well as men should dohousework.

Women are better in housekeeping.-

mostly men, Housework is unfortunatelymostly a women's work. mostly women


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n ngs

women n manager apositions

Critique of female traitsWomen should work not

just to talk..they should think when they work.. Women should be more masculine: Women should

be more assertive.. Women should be feminine: Women should behave

like fair sexshould do what is suitable for them

etc.Male leaders are better, are more flexible than

women..Female leaders pass through role conflict..they

sacrifice their familyFemale leaders are ridiculous..I would never marry

female leader..

S d 2 S A i d d


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Study 2 - Survey - Attitudes toward womenand men at work and male and female leaders

(143 M,180 F), mean age 30, random choice

Women are perceived as different from men and thisfact determines their lower status.

Cooperation with women is worse than with menparticularly as for application of new procedures

and technologies and innovations.Personality traits of ideal leader:1. Provides clear information2. Flexibility3. Expertness

4. Decisiveness5. Fairness6. Good listener7. Industriousness


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Study 3 differences in personalitytraits

Sample: middle level managers in financialsector - 261 males, 144 females

72 % university degree

age: 46 and more - 29 m., 26 f.,

31 45 - 149 m., 61 f.

30 and less - 83 m., 57 f.

Method: personality questionnaire IHAVEZ

(300 questions)3 clusters of traits: motivation, risk taking,stress tolerance,

3 independent traits: self-confidence,


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Personality traits differences

Personality traits T-test Results

level of motivation t =4,28 * men are more motivated

risk taking t =4,26 * men are more prone torisk taking

stress tolerance t = 0,89 N.S.

aspiration level t =4,57 * men have higheraspirations

need to assertoneself

t= 3, 99 * men are more prone toassert themselves

self-confidence t=-0,81 N.S.

responsibility t= 0,90 N.S.

femininity/masculinity t =-0,42 N.S.


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Differences in behavior

observation in model situationsassessment centre (role play, team workactivities, presentation

4 observers 2 organizational psychologists,

2 HR specialists 5 assessed characteristics assertiveness,

leadership skills, communication skills, stresstolerance, authority

Scale 1 to 4, 1 best performance, 4 poorperformance


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Observed characteristics

Assertiveness able to assert oneself withrespect toward others

Leadership skills organizational skills,decision making skills, leading different

activities Communication skills presentation skills,

clear expression of ideas, ability to motivateothers, ability to persuade

Stress tolerance able to cope with stress,self-confident, absence of nervousness

Authority charisma, accepted by others as

leader


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Behavioral differences

Observed

characteristics

T-test Results

assertiveness t = 0,83 N.S.

leadership skills t = -0,43 N.S.

communicationskills

t = 0,079 N.S.

stress tolerance t = -0,46 N.S.

authority t = 0,70 N.S.


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Conclusions

Male and female managers differ significantlyon assertiveness, motivation and risk taking(based on self-report)

Male and female managers do not differ

regarding their assertiveness, leadershipskills, communication skills, stress toleranceand authority (based on observation)

There are more similarities than differencesbetween male and female managers


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Discussion

Women with masculine characteristics areselected to managerial positions

Women tend to adopt masculine style ofbehavior to succeed in management

Managers are specific population groupcharacterised by higher need of assertion,higher level of risk taking, globally higheraspirations, high personality integrity, higherself-confidence, responsibility and in ourcultural context also higher level ofmasculinity.


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Limitations and next steps

Self reportModel not real life situations

Observers

To analyse correlations between personalitytraits and observed behavior

To use sample from different business

branch To focuse more on leadership style

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