Openly accessible

Malaysian and Australian male and female middle managers : a cross-cultural comparison of workplace attitudes, aspirations for promotion, and self-rated leadership styles

Wood, Glenice J. and Jogulu, Uma D. 2006, Malaysian and Australian male and female middle managers : a cross-cultural comparison of workplace attitudes, aspirations for promotion, and self-rated leadership styles, International journal of knowledge, culture and change management, vol. 6, no. 3, pp. 109-120.

Attached Files
Name Description MIMEType Size Downloads
jogulu-malaysianandAustralian-2006.pdf Published version application/pdf 1.94MB 376

Title Malaysian and Australian male and female middle managers : a cross-cultural comparison of workplace attitudes, aspirations for promotion, and self-rated leadership styles
Author(s) Wood, Glenice J.
Jogulu, Uma D.
Journal name International journal of knowledge, culture and change management
Volume number 6
Issue number 3
Start page 109
End page 120
Publisher Common Ground Publishing
Place of publication Altona, Vic.
Publication date 2006
ISSN 1447-9524
1447-9575
Keyword(s) women in management
attitudes to women in management
leadership styles
cross-cultural analysis
career advancement
Summary This paper outlines the rise of women in management worldwide, and considers why so few women achieve senior or executive management positions. This slow advance of women into senior roles is unexpected given that the changes in organisations today are believed to require more ‘feminine leadership’. A decrease in the emphasis on masculine characteristics for managers is reported, and a requirement that more ‘feminine leadership’ needs to be adopted by organisations in order to ensure their survival in the future (Powell, Butterfield & Parent, 2002, p.189). Recent empirical research reports that there are differences in leadership style between male and female managers, and the findings suggest that women exhibit more transformational leadership than their male counterparts, with this style being strongly equated with effective leadership (Eagly, Johannesen-Schmidt, van Engen, 2003). However, these findings are based on western research, and it may be that cross cultural research will yield a different picture (House, Hanges, Javidan, Dorfman, & Gupta, 2004). Leadership and leadership styles may be conceptualised differently in a more paternalistic society. To explore this possibility, a cross cultural study was conducted in Malaysia and Australia. It is hypothesised that countries that are paternalistic in cultural values will exhibit a stronger constraint on women in management roles, which may impact on workplace attitudes, aspirations for promotion and style of leadership exhibited. Therefore, it is possible that the career advancement of women may be more problematic for Malaysian managerial women than their Australian counterparts. Results from an initial pilot study in Malaysia and Australia are outlined, and highlight some interesting similarities and differences to what are reported in the western literature.
Language eng
Field of Research 150399 Business and Management not elsewhere classified
HERDC Research category C1.1 Refereed article in a scholarly journal
Copyright notice ©2006, Common Ground
Persistent URL http://hdl.handle.net/10536/DRO/DU:30020923

Connect to link resolver
 
Unless expressly stated otherwise, the copyright for items in DRO is owned by the author, with all rights reserved.

Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.

Versions
Version Filter Type
Access Statistics: 815 Abstract Views, 376 File Downloads  -  Detailed Statistics
Created: Mon, 16 Nov 2009, 06:53:02 EST

Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.