Use this URL to cite or link to this record in EThOS: https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.770308
Title: Gender differences in perceiving organisational crisis: a sequence-based study
Author: Sarfaty, Samuel Esh
Awarding Body: Manchester Metropolitan University
Current Institution: Manchester Metropolitan University
Date of Award: 2005
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Abstract:
The study evaluates empirically the postulated presence of gender differences in perceiving organisational crisis amongst Israeli executives. Essentially, it is hypothesized that a feminine-transformational managerial style would be more effective in terms of crisis preparedness owing to feminine properties including participative decision-making, delegation and calculated risk-taking. Data are predicated on information gleaned from 231 structured questionnaires. The study employs Structural Equation Model (SEM), to assess potential sequence-based linkages between social-gender and various managerial styles. Additionally, the model assesses the sequential relationships between these styles and the extent to which managers are crisis-prone or prepared. Three social gender-based managerial styles were identified; feminine, masculine and androgynous. The feminine-transformational style was identified as more likely to be crisis-prepared as opposed to the more crisis-prone masculine-transactional style. Social gender- oriented managerial style (feminine, masculine, or androgynous) rather than biological sex was found to be more effective in terms of perceiving crises. The findings challenge theory with respect to the feminine - transformational style which seems to be conducive in crisis circumstances as opposed to conventional assumptions suggesting that masculine-transactional style would be advantageous in managing crises.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.770308  DOI: Not available
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