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Gender difference in management styles: are the paradigms broken?
Madalina Balan, Managing Partner, HART HR Consulting
Zsolt Feher, Managing Partner, Assessment Systems Hungary
Agenda
1. Personality, leadership and organizational performance
2. Myths and statistics on women leaders
3. Local Research – Are Romanian women in leadership positions different than men in the same roles? 4. Research from USA, Australia and Hungary – are women leaders different or similar in those regions? 5. Moving forward
The link between
Personality, Leadership
and Organizational Performance
Myth 1: Women don't want to become managers (P)
Myth 2: Women don't have the same managerial skills as men (P)
Myth 3: Women have the wrong training (P)
Myth 4: Women do not have enough experience
Myth 5: Top executives work an 80-hour week
Myth 6: Top jobs and parenthood are irreconcilable – for women
Myth 7: It’s just a matter of time before we have a gender balance at the top Study conducted by Women to the Top (W2T) - The project was funded by the European Commission within the framework of the EU - Programme relating to the Community Framework Strategy on Gender Equality (2001-2005) 4
Myths about women in executive positions
The Methods
Psychological assessment using HOGAN tools:
• Hogan Personality Inventory (HPI) - personality in day-by day situations (positive role fit)
• Hogan Development Survey (HDS) - exaggerated behaviors usually associated with managerial dysfunction (“leadership derailments”).
• Motives Values Preferences Inventory (MVPI) – core values, motivational drivers and interests (organizational culture fit and culture shaping) .
Women Leaders Characteristics in
Romania
The Romanian Sample: 378 Respondents
• 52 CEO entrepreneurs (Romanian companies) and 34 CEOs working for multinational companies from different industries
• 125 top managers (reporting to CEOs) and 167 middle managers (reporting to top managers) all working for multinational companies
• Gender distribution: 214 females, 164 men
• Age: 30-45 years old
• Data was collected between 2008 and March 2011
• Participants activating in industries such as: Pharma, Banking, IT, Constructions, FMCG, Consultancy, Production, Printing, Retail, Healthcare, Media, BPO, Oil&Gas, others.
*** The sample was collected with the support of Asebuss MBA School and Exec-Edu (2011)
Romanian Leader Profile The Bright Side
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59,06 58,94 58,81 58,24
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Hogan Personality Inventory Romanian leaders usually tend to be:
– Competitive, energetic, results-oriented, self-confident (Ambition)
– Self-accepting, calm (Adjustment )
– Compliant with rules, reliable, balancing risks (Prudence)
– Open to learning new things (Learning approach )
Romanian Leader Profile The Dark Side
Under stress or when tired they tend to be:
– Charismatic, charming, colorful, seeking for attention
– Leisurely / passive-resistant
– Dominating, self-sufficient, bold
63,73 58,65 57,79 56,67 55,54 53,44 51,73 50,26 49,77 49,58 49,53
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Hogan Development Survey
Romanian Leader Profile Values and Culture
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Motives, Values , Preferences Inventory
Romanian leaders tend to: - value status and social relations - be more conservative - have strong principles about right
& wrong (Power, Affiliation, Tradition)
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Significant differences by gender F M
Women vs Men Leaders
HPI HDS MVPI
• Women in leadership positions tend to be in day by day situations as:
• Less self-composed, less calm, worrying more, but open to receive performance feedback, having high standards for self and others, more introspective about their own impact on others, more willing to change and develop (Adjustment)
• Less self-confident, more socially anxious, less aggressive and dominant, but more prone to get things done, to collaborate (Ambition)
• More prone to execute; with a more hands on approach to problem solving (Inquisitive)
Women vs Men Leaders The Bright Side
MEN
0
20
40
60
80
MEN
WOMEN
Women vs Men Leaders The Dark Side
– Men in leadership positions tend to use more manipulation in order to “get ahead’’ and “get along with others” (“fight”)
– Women in leadership positions are more prone to : be demanding, hard to please, tend to be less constant in the way they use their energy and emotions (“flight” )
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"FLIGHT"
"FIGHT"
MEN
WOMEN
Women vs Men Leaders Values
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MEN
WOMEN
Women vs Men Leaders Values
Women leaders tend to:
– Get involved in helping others, care about the private issues of the employees and get involved in actions that improve society (high Altruistic)
– Value morale, loyalty, family values and respect authority (high Tradition)
– Be attentive at the company’s image & tend to base their decisions more on feelings & intuition (high Aesthetics)
– Create a work hard/play hard environment(high Hedonistic)
Men leaders tend to:
– Value more business opportunities, money and profits
– Be attentive to the bottom line (high Commerce)
– Be hard working
A Developmental Point of View Romanian Women Leaders should
• CONTINUE – Being energetic and action oriented
– Being attentive to others needs
– Creating a balanced working environment
– Being attentive to own improvement
• START – Focusing energy, being and acting with more confidence
– Taking risks
• STOP – Getting mired in details (relationships & tasks)
– Worrying so much, judging things as right or wrong
Women Leaders in Romania vs. other countries (Hungary, USA and Australia)
Female Leadership in Romania vs. other countries
Science
Aesthetics
Commerce
Altruistic
Cautious
Inquisitive
Interpersonal sensitivity
Ambition
Adjustment
Romania Hungary Australia USA
Similarities at large
None of the countries indicated statistical difference between woman and man in leadership postions in:
Sociability (need for social interaction) Prudence (self-discipline, responsibility)
Learning Approach (achievement-oriented, stays up-to-date on business and technical matters)
Status needs (recognition, power)
Similarities The bright side of Personality (HPI)
• Women in Ro, US and Aus tend to be less calm and even tempered than men.
• They tend to face more difficulties in handling stress and pressure, as they naturally worry more.
• From a behavioral point of view, women in these countries will appear as less self composed (lower scores on Adjustment scale).
• Women in Ro, Hu and US will appear as being less competitive than men, will not seek for leadership positions as the final outcome of performance.
• They could create the reputation of being less self confident and less charismatic (lower scores on Ambition scale)
Similarities The bright side of Personality (HPI)
• Women in Ro, US and Aus tend to have a more practical
approach than men.
• They focus more on getting things done, tend to have better skills in implementing a strategy, rather than creating it (lower scores on Inquisitive scale).
Similarities The dark side of Personality (HDS)
• In times of stress and pressure, women in Ro and Hu tend to
become more risk averse, reluctant to change and fearful of failure.
• The general behavior pattern is to “measure 3 times and than… to measure one more time before cutting”. (higher scores on Cautious scale).
Similarities Values Profile (MVPI)
• Women in Ro, Hu and Aus have in common the drive to help
others. • They are more prone in offering excellent client services, as
they are driven by the value of Altruism.
• Women in Ro, Hu and Aus do not believe that BOTTOM LINE DOLLARS is the only game in town.
• Their lower Commerce score shows that their key motive and preference in life is not around revenue, budgets and profit.
Does not mean they would NOT VALUE this, but value them less!
Similarities Values Profile (MVPI)
• Ro women are similar with Aus women in terms of their
interest in art, a lifestyle guided by issues of culture and good taste.
• They value more working in environments that allow
experimentation and exploration, and will be interested in aesthetics and quality of the results.
Differences
• Although in Ro, there is no statistical difference between men and women with respect to diplomacy, social skill, tact and perceptiveness, in Hu, US and Aus women tend to score higher than man on Interpersonal Sensitivity scale.
• Although in Ro, there is no statistical difference with respect to valuing an analytical approach towards problem solving, in Hu and Aus women tend to score lower on this dimension (Science).
Myth 1: Women don't want to become managers (P)
Myth 2: Women don't have the same managerial skills as men (P)
Myth 3: Women have the wrong training (P)
28
Myths about women in executive positions
1: Women in leadership – personality inventory No difference between woman and man in current leader’s pool!
2: Women might create working enviroments as leaders focusing on
helping others and focus less on financials
Create working enviroment that motivates all employees
3: Women under stress be more cautious, they seem to move away from
situations, or too diligent to make perfect solutions and can be carried
away by the task.
Watch behaviour under stress, don’t move away
29
Moving forward
Zsolt Feher
Managing Partner
Assessment Systems Hungary
www.asystems.hu
Madalina Balan
Managing Partner
HART HR Consulting
www.hart.ro
