A woman's touch? Gendered management and performance in state administration
By: JACOBSON, Willow S
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Contributor(s): PALUS, Christine Kelleher | BOWLING, Cynthia J.
Material type: 
ArticlePublisher: Cary : Oxford University, April 2010Subject(s): Alta Administração Pública | Gênero | Relações de Trabalho | Avaliação de DesempenhoJournal of Public Administration Research and Theory - JPART 20, 2, p. 477-504Abstract: Understanding the relationship between organizational performance, gender, and management is crucial to scholars and practitioners alike. In like this article, we focus on whether women manage differently than their male counterparts and whether these varied behaviors translate to organizational outcomes. With respect to management activities, we examine internal management as well as external networking patterns with peers and political principals. Through our investigation, we also address a number of theoretical issues related to previous research on management and performance, particularly the work on modeling public management. This analysis offers avenues for expansion, explanation, and evaluation of its theoretical and empirical implications. We find evidence that female managers spend less time on internal management and networking relationships than their male counterparts. We also see that networking with citizens and clientele groups has a positive effect on organization outcomes for men, whereas networking with peers is more beneficial for women
Understanding the relationship between organizational performance, gender, and management is crucial to scholars and practitioners alike. In like this article, we focus on whether women manage differently than their male counterparts and whether these varied behaviors translate to organizational outcomes. With respect to management activities, we examine internal management as well as external networking patterns with peers and political principals. Through our investigation, we also address a number of theoretical issues related to previous research on management and performance, particularly the work on modeling public management. This analysis offers avenues for expansion, explanation, and evaluation of its theoretical and empirical implications. We find evidence that female managers spend less time on internal management and networking relationships than their male counterparts. We also see that networking with citizens and clientele groups has a positive effect on organization outcomes for men, whereas networking with peers is more beneficial for women
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