英语论文网

"I'd never work for a woman," a woman draftsman told me." "They are too meanand petty."Research on female workers has for years looked for sex differences on thejob. Women, the surveys show, have lower aspirations than men, less commitmentto work, and more concern with friendships than with the work itself. And manypeople assume that women make poor leaders because their personalities do not allowthem to be assertive. Women who do make it to management positions are presumedto fit the mold of the dictatorial, bitchy boss.To explain why more women don't seek or find career success, many peopleconcentrate on supposed personality differences between the sexes: women's "motiveto avoid success" or incapacity to handle power. Or they look at childhoodtraining and educational training: how women learn to limit their ambitions and hidetheir accomplishments. Because women learn that high achievement means a loss oftraditional femininity, they choose to preserve the latter and sacrifice the former.When I began to study women in work organizations three years ago, I alsowas looking for sex-related individual differences that would explain women's absencefrom high-status, powerful jobs. If women were ever going to make it in aman's world, the conventional wisdom said, we would have to get them whenthey're young and make sure they don't pick up any motives to avoid success orother bad habits. When I looked more closely at how real people in organizationsbehave, however, the picture changed. I could find nothing about women in my ownresearch and that of others that was not equally true of men in some situations. Forexample, some women do have low job aspirations, but so do men who are in positionsof blocked opportunity. Some women managers are too interfering and coercive,but so are men who have limited power and responsibility in their organizations.Some women in professional careers behave in stereotyped ways and tend toregard others of their sex with disdain, but so do men who are tokens—the onlymember of their group at work.So I dropped my search for sex differences, and I concentrated instead onthree aspects of a business organization that do the most to explain the conventionalwisdom about women: opportunity, power, and tokenism.more ready to do so than the men. Over half of the men felt that women were "temperamentallyunfit" for management, echoing the stereotype of the ineffective ladyboss who substitutes pickiness about rules for leadership.In fact, there is no solid evidence of lasting differences in the leadership stylesof men and women. Nor is there evidence that people who work for women havelower morale. Research points in the other direction: those who have worked for awoman boss are much more likely to be favorably disposed toward female leaders.One clear factor distinguishes good leaders from bad, effective from ineffective,liked from disliked. It is not sex, but power. It is not a matter of personality, butof clout.Just because people have been given formal authority by virtue of position andtitle, they do not necessarily have equal access to power in the organization. It is notenough to be the most skillful handler of people in the world. One also needs system-granted power to back up one's demands and decisions and to ensure the confidenceand loyalty of subordinates.
System power comes from having influence in the upper echelons of the organization,through membership in informal inner circles and by having 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。