Difference. What difference?

Citation

(1999), "Difference. What difference?", European Business Review, Vol. 99 No. 1. https://doi.org/10.1108/ebr.1999.05499aab.003

Difference. What difference?

Difference ­ what difference?

The similarities between senior male and female managers far outweigh the differences, according to new research from Cranfield School of Management.

Designed to identify the significant factors affecting leadership, the survey found age, length of time in an organisation and similarity of outlook to be much more influential than gender. The research showed that women are no better or worse as managers than men and are as varied in their style, competencies and capabilities.

Some 7,500 board-level and general managers were questioned, including top management in the Australian Civil Service and NHS Trust leaders in the UK; and around 6,100 private sector top managers in 12 countries. The survey shows that quality of management, communication, clarity of vision, and ability to relate within the top team and across the organisation, are no different according to gender. The leadership profiles identified within the survey were seen to fit men and women equally, with no style being more associated with male or female leaders.

The key influencers are organisational context and demographics. Older managers who are positive and outward-looking make better leaders. The more well developed the leader, the more effective he or she is.

Professor Andrew Kakabadse, co-author of the report, says:

For a long time, both male and female managers have been telling us that knowledge of the organisation, its people and its business is critical. Being positive and outward looking as well as loyal to the organisation are qualities that both men and women exhibit.

The Australian survey showed older, senior managers to be more effective leaders. They are team players who embrace a positive attitude to performance and are seen as supportive of colleagues, bosses and subordinates. They are managers who have, over time, been held to account for their successes and errors and have turned numerous experiences into developmental opportunities.

Age is seen to be the key in shaping attitudes and behaviours of top managers. Older senior managers will take a balanced view when reaching a decision and are more likely than younger colleagues to evolve positive relationships with people from other departments and externally. Effectiveness of strategic decision making and implementation of policy is likely to be enhanced by the presence of older senior managers in the top team.