This paper deals with sex differences in managerial behaviour, by testing the extent to which
such differences match those expected from gender stereotypes. Unlike previous research
on the topic, always based on opinions about individual managers, this investigation uses
firm-level evidence from the British 1998 Workplace Employment Relationship Survey
(WERS 98). This means that some problems usually present in individual-level studies,
including answer stereotyping and selection of female managers into specific responsibilities,
are avoided in the research presented here. The results show that workplaces where the
presence of women at management is higher are driven in a more democratic fashion, with
more interpersonal and interactive relationships between managers and subordinates, and
with more employee-mentoring responsibilities undertaken by managers. No sex differences
were found for more structural policies, such as the degree of delegation on supervisors or
the extension of payment by results.
We use cookies to provide you with an optimal website experience. This includes cookies that are necessary for the operation of the site as well as cookies that are only used for anonymous statistical purposes, for comfort settings or to display personalized content. You can decide for yourself which categories you want to allow. Please note that based on your settings, you may not be able to use all of the site's functions.
Cookie settings
These necessary cookies are required to activate the core functionality of the website. An opt-out from these technologies is not available.
In order to further improve our offer and our website, we collect anonymous data for statistics and analyses. With the help of these cookies we can, for example, determine the number of visitors and the effect of certain pages on our website and optimize our content.