Executive Women: Substance Plus Style :: essays research papers

decision maker Women Substance asset StylePSYC 4310Executive Women Substance Plus StyleThe article "Executive Women Substance Plus Style" deals with the issue ofwhether the "abilities and attitudes of male managers are different from thoseof effeminate managers" and that these differences stick out been used to keep women outof managerial positions. Furthermore, it suggests that it has now become" trend-setting" to state that these differences are favorable and complement thebusiness environment. Lastly, the article think on several strategies thatwomen should follow in order to succeed as a middle or upper level manager in spite of appearance a large corporation. The authors refute the notion that the differences amid male and female managers are great. They mention that "the few studiesthat have looked at women and men in comparable managerial roles have discoveredmore similarities than differences across sexes" (Catalyst, 1986). A test bankfro m "thousands of managers and professionals in management development programsfrom 1978 to 1986" was cited as other reason why they believe there are fewdifferences between male and female executives. The tests revealed thatexecutive men and women scored comprisely on intimately areas and that executive womenare just as capable at leading, influencing, and propel groups, as well asanalyzing problems. The authors go on to show that, condescension these similarities,women are disproportionately represented in the ranks of Fortune 500 accompanyexecutives.Repeated references are made to studies that were conducted with 22 people, 16men and 6 women, whose job is to select executives for top jobs. These peopleare continually referred to as "savvy insiders" throughout the article. Theseso called savvy insiders were tasked with providing an example of what theyconsidered to be a woman who "made it" and one who "derailed". They describewhat basically amo unts to a woman who utilizes characteristics of both masculineand feminine personalities. They came up with these four contradictory sets ofexpectations that women mustiness overcome take risks, but be consistentlyoutstanding be tough, but dont be macho be ambitious, but dont expect equaltreatment and take responsibility, but follow others advice. The research wasbased on a comparison between male and female managers and by tests that thrifty personality dimensions, intelligence, and behavior in problem-solvinggroups. As I had learned in a previous psychology class, personality tests arenot authentically an effective measure of personality, nor is an intelligence testnecessarily an accurate actor of determining ones success in the future. Iwould have been more convince by experimental research rather than by a followof tests or an interview with 76 people. I have noticed a trend that has been