The paper "Manning and Relationship between Gender and Perception of Transformational Leadership" is a perfect example of a management article. Employee satisfaction is a resultant factor of a range of influencing factors. It is a blend of these factors that determine the nature, level, and the extent of employee satisfaction. This paper reviews how Manning succeeded in elaborating the relationship between gender and management level to leadership and satisfaction levels in organizations. Thus, this paper critically reviews the article “ Gender, managerial level, transformational leadership, and work satisfaction” published in 2002 by the Women and management review journal, volume 17, issue 5.
The paper argues that, despite a few argument presentation challenges, the article succeeds in demonstrating the effect among the study variables. Summary Professor Manning initiates the discussion with an argument that the role of women in leadership and management has increased. Thus, there emerges a need to establish success factors in women leadership. In this case, the study adopts the hypothesis that transformational leadership is one such critical factors. It argues that this form of leadership enables women to conduct their management duties, as well as their gender roles.
Further, it argued that both genders derived increased satisfaction from transformational leadership. In order to establish these facts, the study adopted an empirical research approach. As such, the study adopted a case study of a large social service provider organization in the USA. In this case, it evaluated their satisfaction levels based on their gender, management levels and the leadership approach used. In its analysis, the study established that both genders registered increased satisfaction levels with respect to the adoption of the transformational leadership style that affirmed the study hypothesis.
Further, the study established that leaders’ personal evaluation varied form of employees perception. On one hand, elderly leaders perceived themselves as transformational, a trait a majority of the employees differed with. In addition, the young employees underrated their leadership qualities, where their peers' highly-rated term as transformational. In its analysis, the study used quantitative and qualitative approaches. Conclusively, the study established that there existed different transformational leadership assessment criteria for men from those of women. However, it established that there existed no variances on their satisfaction levels. Arguments Study Strengths The article and study had a range of factors that validate its findings making them reliable for academic and practical industry application.
On one hand, the study strength emerges in the study hypotheses used. In this regard, the study adopts three diverse strategies. As such, each of the research objectives had its derived hypothesis. The development of an appropriate hypothesis is a major contributor to studies success. Through an appropriate hypothesis, studies develop distinct objectives. Further, studies are able to relate their outcomes with pre-topic conceptions that enhance objectivity. On its part, the study developed by Manning developed a hypothesis for each of its objectives.
Consequently, the study retained objectivity over its data collection, analysis as well as conclusions. As a result, the study met its deliverables. For instance, the first hypothesis was that there existed no significant differences between evaluation and perception of transformational leadership between genders. In this case, the study achieved this hypothesis by evaluating the extent and criterion respondents used to gauge transformational traits between genders. In this regard, it established that differences in perception on relationships and influence differed.
Consequently, in order to meet its deliverable of establishing if transformational leadership perception differed, the study concluded that genders were perceived and rated differently.