Gender role, decision style and leadership style

The Relationship between Soccer Club Coaches’ Decision-Making Style, Basic Psychological Needs, and Intention to Continue to Exercise: Based on Amateur Male Soccer Club Members in Korea

Numerous studies in sports science have investigated the relationships between coaching behavior, basic psychological needs, and intention to continue to exercise in sport participants in order to promote their continued exercise participation. However, little is known about the effect of the coach’s decision-making style on sport participants’ basic psychological needs and intention to continue to exercise. Thus, this study empirically investigated the relationship between these three variables. For this purpose, a survey was given to a convenience sample of 200 members of amateur male soccer clubs in Seoul and Gyeonggi, Korea. The results of multiple regression analysis showed that the type of coach that makes decisions based on a thorough analysis and reasonable evaluation of all possible solutions had a greater effect on the satisfaction of basic psychological needs and a greater effect on intention to continue to exercise in soccer club members than the types of coaches who use other styles of decision making in coaching. In addition, the intention to continue to exercise in soccer club members was higher when they voluntarily participated in soccer activities and when they made a strong emotional bond with the people they were exercising with. The findings of this study may provide the basic data on the coaches’ decision-making style needed to improve sport participants’ internal motivation and to stimulate their intention to continue to exercise.

Gender Differences in Leadership: Current Social Issues and Future Organizational Implications

Executive Summary This paper seeks to review and discuss recent literature devoted to the tasks of identifying and explaining gender difference in leadership behavior(s) and effectiveness. In addition to reviewing U. S. and international trends in leader demographics, attention is paid to the social impact of perceived gender differences and the need for future research. Theoretical models are reviewed and discussed in terms of their contribution to arguments for and against gender differences. The contextual issues of national and organizational culture, stereotype, and perception of subordinate and superior roles are reviewed and discussed. Rationale for gender differences in leadership style are also reviewed within the context of perceptions of leadership effectiveness.

Managerial Gender Diversity and Firm Performance

This study examines the relationship between managerial gender diversity (MGD) and firm performance. It outlines how extremely low and extremely high levels of MGD can trigger group processes that can impede the attainment of the performance benefits associated with moderate levels of MGD. Findings from longitudinal panel data from financial service firms in Portugal suggest that the effects of MGD on firm performance are best captured by a non-linear function with two breaking points. This study introduces a framework that combines different theoretical perspectives focused on tokenism, subgroup formation, divergent thinking, and other group processes linked to positive and negative gender-diversity consequences. Corresponding overall firm-performance outcomes are contingent upon the level of MGD.

At the end of the road? On differences between women and men in leadership behaviour

Purpose

This study aims to explore behavioural differences between women and men in managerial positions and suggest explanations for differences and similarities.

Design/methodology/approach

In order to eliminate any effects of organizational differences on leadership behaviour, this study had public managers responding to questionnaires that measured their leadership style, decision‐making style, and motivation profile.

Findings

Statistical analyses of data from three groups of Swedish public managers (n=385) revealed virtually no significant differences in behaviour between female and male managers. Regardless of whether there is a female or male majority of employees or a female or male majority of managers, no effect on leadership behaviour occurs.

Originality/value

A number of studies indicate that managers' behaviour is different in different types of organizations. This study suggests, therefore, that, independent of gender, organizational and demographic characteristics modify leadership behaviours, thus explaining similarities in leadership behaviour.