[Are Nurse Managers With Same Gender Superiors More Likely To Perceive Them As Role Models Than Those With Superiors Of A Different Gender]

by

ACKNOWLEDGEMENT

I would take this opportunity to thank my research supervisor, family and friends for their support and guidance without which this research would not have been possible.

DECLARATION

I, [type your full first names and surname here], declare that the contents of this dissertation/thesis represent my own unaided work, and that the dissertation/thesis has not previously been submitted for academic examination towards any qualification. Furthermore, it represents my own opinions and not necessarily those of the University.

Signed __________________ Date _________________

Abstract

Claims of “gender advantage” in the locality of leadership are critiqued, and the outcome from study on sex/gender differences in communal demeanour and manager effectiveness are reviewed. Meta-analytic investigations that have advised sex differences in leadership are analyzed with esteem to both manager demeanour and manager effectiveness. It is resolved that assertions of relative gender benefit, founded on stereotypic reasoning, are overstated. Recent study on gender likeness is emphasised with acknowledgement that a “fine-grained” analytic set about is critical. Plus, the utility of encompassing temporal proportions and seen manager tolerance of demographic differences is suggested. Additional vigilance is granted to study showing that gender stereotypic descriptive tendencies originate when men and women are inquired to recount behaviors for invented other ones or to recount their own activities after the route of time. Literature that pertains to if females and males disagree in effectiveness as followers is furthermore reviewed. Finally, an agenda is delineated for future gender study on facets of leadership and followership.

 

CHAPTER 01: INTRODUCTION

 

Appropriate Evidence

Several distinct tendencies article the expanded engagement of women in leadership positions. For demonstration, the percentage of women in boss, managerial, and administrative roles almost tripled throughout the last three decades of the 20th 100 years (US Dept. of Labor, Labor Statistics, 2008). Women-owned little enterprises provide work a increasing piece of the US workforce (Moore, 2009). Plus, approximately one-third of all American enterprises are belongs to by women. Although percentages alter broadly from homeland to homeland, the worldwide participation of women in the work force, as well as in managerial places, furthermore has been increasing (International Labor Office, 2006).

Another clear tendency is the application of women into places of international political leadership. Over the last 40 years, the number of women in peak or older political manager places (e.g., leader or major minister posts) has been expanding exponentially. The rate of application into political places is so fast that Adler (2006) argues that the world is seeing the “feminization” of governmental leadership roles (feminization being definable as when women disproportionately go in a conventionally male occupation). Increased openness to women in places of political leadership is furthermore manifest in Gallup sample outcomes that display a stable boost of the US population's enthusiasm to ballot for a woman as leader (from 33% in the 1930s to 92% in 2009; Gallup Special Reports, 2009).

Female application into peak business leadership roles (e.g., CEO places in large firms) has been ...