Sex Differences in Managerial Style: From Individual Leadership to Organisational Labour Relationships

65 Pages Posted: 9 Nov 2004

See all articles by Eduardo Melero

Eduardo Melero

Universitat Pompeu Fabra - Faculty of Economic and Business Sciences; IZA Institute of Labor Economics

Date Written: November 2004

Abstract

This paper deals with sex differences in managerial behaviour, by testing the extent to which such differences match those expected from gender stereotypes. Unlike previous research on the topic, always based on opinions about individual managers, this investigation uses firm-level evidence from the British 1998 Workplace Employment Relationship Survey (WERS 98). This means that some problems usually present in individual-level studies, including answer stereotyping and selection of female managers into specific responsibilities, are avoided in the research presented here. The results show that workplaces where the presence of women at management is higher are driven in a more democratic fashion, with more interpersonal and interactive relationships between managers and subordinates, and with more employee-mentoring responsibilities undertaken by managers. No sex differences were found for more structural policies, such as the degree of delegation on supervisors or the extension of payment by results.

Keywords: managerial style, gender behavioural differences, human resources policies

JEL Classification: M54, J53

Suggested Citation

Melero, Eduardo, Sex Differences in Managerial Style: From Individual Leadership to Organisational Labour Relationships (November 2004). IZA Discussion Paper No. 1387. Available at SSRN: https://ssrn.com/abstract=617403

Eduardo Melero (Contact Author)

Universitat Pompeu Fabra - Faculty of Economic and Business Sciences ( email )

Ramon Trias Fargas 25-27
Barcelona, 08005
Spain

IZA Institute of Labor Economics

P.O. Box 7240
Bonn, D-53072
Germany

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