Thursday, January 2, 2020

Review of the Article Sex Stereotyping Managerial Positions

Article review: Global leadership Exercising leadership can be challenging even in a uni-cultural context. Leadership needs vary from situation to situation, and organizational culture to organizational culture. This becomes even more sharply manifest in multicultural arenas. The 2012 article Sex stereotyping managerial positions from Gender in Management discusses a common leadership challenge--the difficulty of female managers to exert their authority differs in an American versus an Egyptian context. By understanding this phenomenon in a global leadership context, how to better bridge divides of gender perceptions can be clarified. This is essential given that economic cooperation between multinationals will become more and more necessary in the future, with the growing interconnectedness of the new global economy. Existing research indicates that women worldwide continue to face barriers to enter managerial positions simply because people, on average, sex stereotype the characteristics of managers in favour of men (Abdel Elsaid 2012: 81). While a great deal of research has been conducted on the role of women managers in Western contexts, this is not the case of female managers in Middle Eastern contexts. The article conducts a cross-comparison of perceptions of female managers in Egypt, one of the most modernized and Westernized of Middle Eastern nations, with perceptions of female managers in the US. 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