Gender Differences in Leadership – Believing Is Seeing: Implications for Managing Diversity

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Gender differences in leadership –
believing is seeing: implications for managing diversity / Karsten Jonsen and Martha L. Maznevski / Susan C. Schneider
1. What are the strongest points of the paper? What do you consider are its main contributions to the field of global people management?
The paper itself has a very interesting purpose with the research question of whether women leaders are “really” different from men leaders. The paper gives a very good introduction in particular giving the literature review in order to get familiar with some basic knowledge on the topic of gender differences in leadership. The review focus combination of stereotypes and cultural differences stresses out well a new viewpoint of the problem, which has not been discussed that widely in prior research. Also the introduction of the new notion “stereotype threat”, which actually might be viewed as a partly solution for women sometimes performing not as well as they possibly could is an interesting point for management issues in reality. However the strongest points of the paper are evident. The introduction of the new concept of three paradigms: gender-blind view, gender-conscious view and that perception creates reality are not only the strongest points of the paper, but in my opinion can also be considered as contributions to the field of global people management. This new paradigms could possibly change the perception of companies, maybe companies will use the tool of the three paradigms to analyse their own structures and be able to improve situations for women, giving them more possibilities.

2. What are the weakest points of the paper? (E.g. What arguments are not strong enough? What is not clear? What is missing?)
Potential drawbacks are that paradigms are introduced, but not sufficiently discussed within. Also the paper gives good examples where they can be found, it could show more proof for their existence apart from summarising and drawing them together from old...
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