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dc.contributor.authorMelero, Eduardoen
dc.date.accessioned2009-01-28T16:15:56Z-
dc.date.available2009-01-28T16:15:56Z-
dc.date.issued2004-
dc.identifier.urihttp://hdl.handle.net/10419/20684-
dc.description.abstractThis paper deals with sex differences in managerial behaviour, by testing the extent to whichsuch differences match those expected from gender stereotypes. Unlike previous researchon the topic, always based on opinions about individual managers, this investigation usesfirm-level evidence from the British 1998 Workplace Employment Relationship Survey(WERS 98). This means that some problems usually present in individual-level studies,including answer stereotyping and selection of female managers into specific responsibilities,are avoided in the research presented here. The results show that workplaces where thepresence of women at management is higher are driven in a more democratic fashion, withmore interpersonal and interactive relationships between managers and subordinates, andwith more employee-mentoring responsibilities undertaken by managers. No sex differenceswere found for more structural policies, such as the degree of delegation on supervisors orthe extension of payment by results.en
dc.language.isoengen
dc.publisher|aInstitute for the Study of Labor (IZA) |cBonnen
dc.relation.ispartofseries|aIZA Discussion Papers |x1387en
dc.subject.jelJ53en
dc.subject.jelM54en
dc.subject.ddc330en
dc.subject.keywordmanagerial styleen
dc.subject.keywordgender behavioural differencesen
dc.subject.keywordhuman resources policiesen
dc.subject.stwFührungskräfteen
dc.subject.stwGeschlechten
dc.subject.stwWeibliche Führungskräfteen
dc.subject.stwFührungstheorieen
dc.subject.stwGrossbritannienen
dc.titleSex Differences in Managerial Style : From Individual Leadership to Organisational Labour Relationships-
dc.typeWorking Paperen
dc.identifier.ppn476323215en
dc.rightshttp://www.econstor.eu/dspace/Nutzungsbedingungenen

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