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Research Problem Identification and Justification

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Research Problem Identification and Justification
Research Problem Identification and Justification
Problem Statement
Women in leadership are steadfast in growth, however, traditional perception of women’s role has a significant impact on female leaders, and how they are viewed by their colleagues and subordinates.
Sub problem
Women in leadership
(a) Male and female leadership styles may be different
(b) Gender stereotypes influence how people perceive female leaders.
(c) The glass ceiling is still occupied by mostly white males.
(d) Balance of work, family, and lifestyle differ amongst male and female leaders. (e) Men are more likely to occupy leadership positions and have less education then their female counterparts.
Data and sources
(a) A review of research will include previous research in the area of gender stereotypes, leadership’s differences etc, using empirical research articles, journals, books, and information from websites. (b) Sources will be obtained from Webster University library and the US Department of Labor, Bureau of Labor Statistics, and Department of Education.
Assumption and delimitations
The assumption is that although men and women may employ similar leadership styles, stereo types of the “the traditional woman” impact advancement, perceptions of authority, and challenges not faced by males. Delimitations of this study will be time, and sample constraints. Future research could explore in more detail how gender differences in leadership styles are impacted by culture and socialization unique to different countries, as well as whether a blend of masculine and feminine traits is predictive for a more multifaceted leadership style.
Importance of the study
To determine how experiences and perceptions of women in leadership differ when compared to men.
Hypothesis
Stereotypes of women’s roles influence perceptions of whether a woman is an effective leader compared to men who implement similar leadership styles.
References
Byron, K. (2008).


References: Byron, K. (2008). Differential effects of male and female managers ' non-verbal emotional skills on employees ' ratings.Journal of Managerial Psychology, 23(2), 118-134. doi:http://dx.doi.org/10.1108/02683940810850772 Connerley, M Fortune Global 500: Morgan Stanley. (2006). Fortune. Retrieved from http://monev.cnn.com/magazines/fortune/global500/2006/snapshots/905.html. Gray, L. S. (2008). Gendering labor history: The working class in america history series. Working USA, 11(4), 532-534. Retrieved from http://search.proquest.com/docview/856224178?accountid=14944 Gupta, V Kelly, R. M., & Dabul Marin, A.,J. (1998). Position power and women 's career advancement. Women in Management Review,13(2), 53-66. Retrieved from http://search.proquest.com/docview/213154418?accountid=14944 Lakshminarayanan, S Park, D. (1996). Gender role, decision style and leadership style. Women in Management Review, 11(8), 13-17. Retrieved from http://search.proquest.com/docview/213150284?accountid=14944 Paris, L Powell, G. N. (2012). Six ways of seeing the elephant: The intersection of sex, gender, and leadership. Gender in Management, 27(2), 119-141. doi:http://dx.doi.org/10.1108/17542411211214167 Priola, V., & Brannan, M Smith, P., Crittenden, N., & Caputi, P. (2012). Measuring women 's beliefs about glass ceilings: Development of the career pathways survey. Gender in Management, 27(2), 68-80. doi:http://dx.doi.org/10.1108/17542411211214130 Still, L Wellington, S. (1996). Women are in the wrong conduits: Moving talented women upward. Vital Speeches of the Day, 63(5), 148-150. Retrieved from http://search.proquest.com/docview/221480486?accountid=14944 Olsson, S., & Walker, R
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