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The sex dimension of organizational processes: its impact on women managers
Abstract
An attempt is made to dispel some of the victim-blaming myths that have developed to explain the difficulties female administrators encounter in organizational settings and to propose solutions based on a more realistic assessment of the situation. Building on the assumption that the most competent and qualified women managers can be rendered ineffective depending on the organizational setting in which they are placed, the discussion focuses on three specific situations that affect female administrators: (1) their ability to function in task-oriented or work-group situations, (2) the difficulties encountered in situations in which there is only one female manager or in which it is rare to be one, and (3) situations in which the woman's leadership style is neither accepted nor respected. The proposed solutions range from the necessity to delegate leadership positions to women, thus increasing their status and influencing their work group role, to increasing the number of female administrators, to recognizing the need to develop alternative leadership styles for specific organizational settings.
Journal
(1983)
vol7
no3
pages133-143
Categories
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Diversity
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Women
