Men working differently: accessing their inner‐feminine

Abstract

Purpose

To present an account of changes in the behaviour of male bank managers who were engaged in action learning groups whose focus was on improving service quality and leadership development.

Design/methodology/approach

Qualitative study of the development of group process, and the changes in behaviours of the managers whose values and norms were dominated by discourses of traditional hegemonic masculinity. It is also an autobiographical account of the authors' experience of facilitating action learning groups.

Findings

Analysis of the groups' processes revealed a connection between the development of the groups in relation to authority and the changes in the managers' behaviour over a period of 12 months during which they began to behave in ways typically characterised as feminine.

Practical implications

Has implications for management development especially the development of male managers and their capacity to work in more feminine ways. Significant factors in developing men's management and leadership capabilities are peer learning, and engagement with authority in ways that are not dissimilar to the experiences of the adolescent and young adult in relation to peers and parents. There are also implications for facilitators and trainers engaged in management development processes.

Originality/value

Offers a theoretical contribution to the concept of the “Authority Cycle”, and theories on masculinity. It is also useful for management development practitioners.

Citation

Miller, S. (2005), "Men working differently: accessing their inner‐feminine", Journal of Organizational Change Management, Vol. 18 No. 6, pp. 612-626. https://doi.org/10.1108/09534810510628530