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HRM ASSIGNMENT:Human Resource Management Master assignment,代写assignment论文--英国论文代写范文精选

2015-11-17 | 来源:51Due教员组 | 类别:更多范文

简介

当谈到公司的领导时,人们更倾向于相信他们是男人而不是女人。因此,尽管女性在领导职位上提高了存在和参与度,但目前仍普遍认为领导环境是男性化的。从这个角度看,领导是一个与性别有关的概念(奥尔森和步行者,2003)。本报告首先介绍了性别和性别认同的社会结构的角度来解释性别领导的起源。然后回顾了领导和社会性别的相关文献,分析了组织中的性别与领导研究。最后,它显示性别的领导,指出了男性和女性领导人之间的行为差异的现状。


1. Introduction


Executive leadership is repeatedly constituted as a world dominated by corporate masculinity(Olsson & Walker, 2003). It means that when it comes to the leaders of a corporation, people are more likely to believe they are men rather than women. Therefore, although females raise the presence and participation in leadership positions, current leadership environment is still commonly viewed to be masculine. From this standpoint, the leadership is a concept related to gender(Olsson & Walker, 2003). This report firstly presents the Social structure perspectiveof gender and gender identity to explain the origin of gendered leadership. Then it reviews leadership and gender literature to analyze the researches on gender and leadership in the organization. Finally, it displays current situation of gendered leadership and pointes out the differences of behaviors between male and female leaders. 


2. Social constructionist model and gender identity

2.1 Social structure perspective 
2.2 Gender identity
3.Leadership and gender literature
4. Current situation of gendered leadership
4.1 Low proportion of female leaders
4.2 Different behaviors of male and female leaders


5. Conclusion

In order to answer the questions why leadership is a gendered concept, the first step is to understand how the organizations including the leadership positions produce gender issues. Through the analysis, the influence of social structure perspective of gender is extended in the organization even the leadership positions. And it raised a large number of researches on leadership and gender.These literatures show that gendered leadership is a real phenomenon and issue in contemporary organizations and male own the dominant position in leadership of the organization. Related to the current situation of leadership in the organization, low proportion of female leaders is a common phenomenon. And due to the different behaviors of male and female, there produce different leadership styles of the organization. Transformational and inspirational leadership favors the personal and decision-making style of female leaders. 


References

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Herbert M. S., (1998). Camouflage isn’t only for combat. New York: New York University Press. 
Mills A. J. and Tancred P., (1992). Gendering organizational analysis. Lond


on: Sage Publications. 
Alvesson M., (2002). Understanding organizational culture. London: Sage.
Butler, J., (1999). Gender Trouble: Feminism and the Subversion of Identity. London: Routledge.
Halford S. and Leonard P., (2001). Gender, power and organizations. Hampshire: Palgrave. 
Bass B. M., (1998). Transformational leadership industrial, military and educational impact.New Jersey: Lawrence Erlbaum Associates Punishers. 
Olsson S. and Walker R., (2003). Through a gender lens?Male and female executives’ representations of one another.Leadership & Organization Development Journal, vol. 24, pp. 387-396.
Ayman R. and Korabik K., (2010). Leadership: Why gender and culture matter? American Psychological Association, vol. 65, pp. 157-170.
Vugt M. V. and Spisak B. R., (2008). Sex differences in the emergence of leadership during competitions within and between groups. Psychological Science, vol. 19, pp. 854-858.
Eagly A. H., (2005). Achieving relational authenticity in leadership: Does gender matter? The Leadership Quarterly, vol. 16, pp. 459-474. 
Eagly A. H. and Carli L. L., (2003). The female leadership advantage: An evaluation of the evidence. The Leadership Quarterly, vol. 14, pp. 807-834.
Eagly A. H. and Carli L. L., (1995). Gender and the effectiveness of leaders: A meta analysis. Psychological Bulletin, vol. 117, pp. 125-145. 
Stelter N. Z., (2002). Gender differences in leadership: Current social issues and future organizational implications. Journal of Leadership and Organizational Studies, vol. 8, pp. 88-100. 


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