The Value of Gender Studies to Professional Communication Research

Lay, Mary M.

doi:10.1177/1050651994008001003

Cited by 28 publications

(15 citation statements)

References 43 publications

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“…The authors finding in another way round disagreed with the present finding as they argue that female managers tend to use interpersonal, compromising, co-operative, collaborative, avoiding, pro-social, and communicative approaches in the course of managing industrial conflict. While male managers often utilized more aggressive, competitive, confronting, assertive, pro-task and coercive approaches more often than the female managers, even when collective bargaining strategy is being adopted (Gibbs and Lach, 1994;Lay, 1994;Akintayo, 2004;Ajaja, 2004;Adeyemo, 2005). Hypothesis three predicted that there is no difference between male and female managers' conflict resolution effectiveness.…”

Section: Discussion Of Findingsmentioning

confidence: 99%

“…Considering the conflict management style, researchers have indicated that female supervisors tend to use interpersonal, compromising, collaborative, accommodating, integrating, co-operative, avoiding, pro-social and communicative methods. In contrast, there is evidence that male managers tend to use more aggressive competitive, confronting, assertive, pro-task and coercive strategies more often and faster than female managers (Gibbs & Lach, 1994;Lay, 1994;Sorenson &Hawkins, 1995;Conrad, 1991;Akintayo, 2004;Ajaja, 2004;Adeyemo, 2005). Babajide (2000) noted that authoritarian style is prevalent among female managers and a democratic style is manifested by male managers.…”

Section: Literature Reviewmentioning

confidence: 99%

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Gender Influences on Managerial Style and Conflict Resolution Effectiveness in Work Organisations in South-Western, Nigeria

Shadare

Chidi

Owoyemi

2011

IJBA

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This study investigated the influences of gender on managerial style and conflict resolution effectiveness in work organisations in South-Western Nigeria. The findings of the study revealed that a significant relationship exists between managerial style and conflict resolution effectiveness (r = 0.356; P < 0.05). I t was also found that there was no significant difference between male and female managers’ conflict management style (t (209) = 17.56; P > 0.05).It was found that a significant difference exists between female and male managers’ conflict resolution effectiveness (t (209) = 5.66; P < 0.05). Based on the findings of the study, the authors recommended that democratic management style should be encouraged as conflict resolution strategy in order to guarantee effective management of industrial conflict and sustainable peace and harmony. Thus, the participatory management style should be employed during collective bargaining process in order to foster effective management of conflict in work organisations

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Section: Discussion Of Findingsmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Gender Influences on Managerial Style and Conflict Resolution Effectiveness in Work Organisations in South-Western, Nigeria

Shadare

Chidi

Owoyemi

2011

IJBA

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“…Several studies have suggested that a combination of masculinity and femininity provides the maximum benefits rather than being stereotyped as masculine or feminine (Guastello & Guastello 2003). From a manager's perspective, being androgynous helps them to become effective at work (Sargeant, 1981) and perceived more positively by their subordinates (Jurma & Powell 1994;Lay, 1994).…”

Section: Gender Role Identity (Gri) and Emotional Intelligencementioning

confidence: 99%

Exploring Emotional Intelligence of Managers Through the Lens of Sex and Gender Role Identity

Mukundan¹,

Tjprc²

2019

IJHRMR

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Emotional Intelligence (EI) is a vital competency for managers for several job outcomes in today's workplaces and it is claimed that it varies across sex. As we are witnessing a greater number of females into managerial roles in the last two decades an investigation of EI through the lens of sex and the gender role identity that managers assume, might be of interest as there is a paucity of conclusive research findings in this direction. Data was collected from 140 managers employed in the service sector. BEIS (Bhattacharya Emotional Intelligence) and Bem Sex Role Inventory (BSRI) short form was used to measure EI and gender role identity respectively. The emotional intelligence of managers was explained better by gender role identity than sex. The findings of the study show that majority of the respondents were androgynous and higher EI Scores were reported. Significant differences were found between feminine, masculine and androgynous category of gender role identity. JEL Classification: M12

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“…Feminist technical communication scholars have also argued for extending the concerns of professional communication to public life and social projects. Among others, Lay ( 1989) has surveyed the value of gender studies for professional communication, and LaDuc and Goldrick-Jones (1994) have articulated how feminist contributions can foreground ethical concerns and help teachers and practitioners understand the ways power is implicated in technical communication practice.…”

Section: Professional Communication and Social Actionmentioning

confidence: 99%

Proposal Writing and Leadership: Taking a Hermeneutic Approach Toward Professional Communication as Social Action

LaDuc¹

1994

DW/R

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DEFINING LEADERSHIP DISCOURSE as a subset of communication, this essay positions technical and business communication as potential sites for leadership. Pointing to ways philosophical hermeneutic theory is useful for exploring ethical dimensions of proposals and proposal teaching, and assuming expanded roles for professional communicators in the future, the essay analyzes student-instructor interaction over proposal projects. In the process, it lays the foundation for more reflective theory and practice that may encompass not only professional communication expertise, but also more active citizen leadership on the part of professional communicators. Theory and practice in our discipline of professional communication (and in its sub-specialties of technical and business communication) do not yet fully reflect a world view in which the role of the professional communicator is that of a proactive, reflective practitioner, or citizen-agent of change. Consider, for example, the opportunities for leadership implicated in some business proposal writing, in which writers, as business leaders or as technical experts, but also as citizens, may respond to management, social, and technical problems as they try to improve conditions for business in a downtown shopping area, propose changes in public school financing, or evaluate risks associated with environmental clean-up projects. Despite such increasingly complex social contexts for proposal writing, the prevailing tendency is still to see proposals as rather limited responses to requests for quotes for products and services [RFPs], and to view writers as mere technicians. In the latter instance, the professional communicator need only employ technical expertise and/or persuasion, and is seldom expected to look at ethical implications or social results generated by the success or failure of individual technical documents. As well, proposal writing is often perfunctorily presented in technical and business communication texts, encouraging little reflection on the part of students or teachers about the complex relationships that may be implicated in some proposal research and writing processes.

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The Value of Gender Studies to Professional Communication Research

Cited by 28 publications

References 43 publications

Gender Influences on Managerial Style and Conflict Resolution Effectiveness in Work Organisations in South-Western, Nigeria

Gender Influences on Managerial Style and Conflict Resolution Effectiveness in Work Organisations in South-Western, Nigeria

Exploring Emotional Intelligence of Managers Through the Lens of Sex and Gender Role Identity

Proposal Writing and Leadership: Taking a Hermeneutic Approach Toward Professional Communication as Social Action

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