Manning and Relationship between Gender and Perception of Transformational Leadership - Article Example

Critical Analysis Name Course: Tutor: Institution: Date: Manning, T, 2002, “Gender, Managerial level, Transformational Leadership and Work Satisfaction”, Women in Management Review Journal, vol 17, Issue 17, pp. 207-216 Introduction 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 hypothesis that the 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 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 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 it 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 through 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. In addition, the study had strength in its objectivity on literature review and analysis. In order to build a strong background of the study topic, the study evaluated a range of literature on transformational leadership and employee and management satisfaction. In this regard, the study evaluated transformational concepts and framework. For instance, in its evaluation on transformational framework, the study analyzed gender psychological aspects that influenced leadership styles across genders. In this case, the study evaluated literature on results-oriented and task-oriented leadership approaches between genders. Through the discussion of these concepts, the study developed a framework through which its findings could be interpreted. Further, this analysis formed a relationship between the study and existing theoretical frameworks on the topic. Moreover, with respect to management satisfaction, the study evaluated and reviewed literature on possible factors for work satisfaction variances in the work place. In this case, the study addressed key issues inhuman resource management that at times results to increased or reduced gender satisfaction disparities. In this regard, the study evaluated structural factors such as job status and advancement opportunities inequalities. In this regard, the study developed a framework that despite gender specific aspects influence on satisfaction, societal factors had their role too. Consequently, through the development of such a background, the study emphasized that any theoretical and past study variances experienced in the study could be because of specific study sample structural orientations. A final stroke of increased study validity and reliability of collected data was its study analysis procedure and tools. Study analysis enhances accurate data interpretation and the development of appropriate conclusions. In this regard, it is imperative for studies to adapt relevant study analysis tools. In this respect, analysis tools should be developed based on the study scope; objectives and nature of data collected. In the study, collected data was both quantitative, scale of managers personal evaluation, and qualitative, about opinions on leaders potential. Consequently, the study developed both qualitative and quantitative analysis tools. Qualitatively, the study reviewed and analyzed respondents views based on the discussed theoretical frameworks. In addition, the study analyzed the findings quantitatively using tools such as inferential and deferential statistics. On one hand, in order to develop average conclusions for each trait based on specific genders such included an evaluation of men’s rating on transformational leadership using the t test. In this case, the mean score for the male respondents was evaluated. On the other hand, the study adopted deferential analysis such as standard deviation to establish the nature and extent to which the test varied between the male and female genders. Study Weaknesses As already established in the introduction, despite its achievements in developing a logical argument both on study relevance, literature review and analysis tools, the study has a critical deficiency in its sampling criterion. In its objectives, the study sought to establish the satisfaction levels in management based on respective management levels. Therefore, in this case, such an objective would be achieved through evaluation, comparison and contrast of leader’s satisfaction levels at different management levels. In this regard, the study sample should have developed equity in sampling respondents in diverse management strata. Sampling is an important aspect and activity in project and study success. An adopted sampling technique determines the nature, quality and relevance of obtained data. To this effect, researchers developed diverse sampling techniques to allow for uniqueness of their application. Among the developed sampling techniques is the simple sampling technique, diversified into random and stratified approaches. Under the stratified approach, the study population is grouped into stratus each strata representing a study objective. For instance, for the research study developed by Manning, could have established stratus based on management levels, top, middle and lower management levels. The development of such stratus enhances equal representation and retention enhancing increased study objectivity. The study failed to adopt this approach. Instead, it adopted the simple random approach that as evidenced resulted to a respondent base dominated by middle level managers. As a result, the study conclusion on with respect to satisfaction levels based on management levels cannot be relied upon. The results were obtained from a pre-dominantly middle level management. Consequently, such findings are subject to level bias as well as increased influence of structural systems enhancing increased or decreased satisfaction. Therefore, due to a wrongful sampling approach choice, the study failed to fully meet its deliverables. Conclusion Conclusively, this essay reveals that Manning succeeded in establishing a relationship between gender and perception on transformational leadership. In this regard, the study, through the adopted empirical approach, established that both male and female leaders had diverse perceptions of the concepts of transformational leadership. In this case, through a background literature review, the study established that such an analysis was because of increased variances in leadership perceptions such as the results and task based-orientations that apply differently on both genders. Moreover, the study established that there existed a variance between leaders’ perception and their personal analysis to that of the employees. In this regard, it established that while as the elderly leaders perceived themselves as transformational, the employees had divergent views. Moreover, for the young employees, the study established that they underrated their leadership qualities, while peers perceived them as increasingly transformational. In this case, based on this analysis, the essay evidences that the study succeeded in establishing the difference between gender and transformational leadership perspectives. Nevertheless, the essay establishes that the study failed in the evaluation of management level role on satisfaction. In this regard, as established, led to increased data bias on middle level management. In this regard, the adopted sample heavily relied on the middle level management respondents making its generalized conclusions unreliable. Conclusively, the essay establishes that, despite the challenges in sampling, Manning successfully delivered on the study objectives and the study significantly contributes in the advancement of the debate of gender balance and equity in workplaces. Reference Manning, T, 2002, “Gender, Managerial level, Transformational Leadership and Work Satisfaction”, Women in Management Review Journal, vol 17, Issue 17, pp. 207-216 Read More