The paper "Gender Differences and Similarities in the Leadership Styles of the UK Managers" is a great example of a management case study. Leadership style is a critical discourse to managers as a result of the fact that it has a greater bearing on the subordinates’ productivity, attachment and job satisfaction (Adeyemi-Bello, 2001, p. 150). According to Hersey & Blanchard (1993) leadership encompasses a pattern of behaviours and interactions that leaders exhibit in the course of managing. In regard to the discourse of leadership style, there is contention whether leadership style of men and women differ (see for example Ogundele, Hassan & Doyin-Hassan, 2012; Andersen & Hansson, 2011; Jayasingam & Cheng, 2009; Melero, 2004; Moran, 1992).
In regard to this realisation, Oshagbemi & Gill (2003) sought to establish if there is a distinction between the leadership style of men and women. Using the case study of UK managers, they found out that as compared to men, women are less likely to delegate. Further, they established that there is no significant difference in directive, consultative & participative leadership. Finally, they found out that there is a significant dissimilarity among women and men in inspirational motivation, nonetheless not within the remaining parameters of leadership behaviour.
Anchored on the Oshagbemi & Gill (2003) research findings, the paper critically examines an article by Oshagbemi & Gill (2003) on gender on existence or non-existence of dissimilarity of the style of leadership between female and male gender. Choice of Research Topic, Case Study and Problem Addressed in the ResearchLeadership style is highly embedded on a leader’ s behaviour giving birth to different leadership models. This is in respect to character, mannerism, influence and persuasion, relationship patterns, role relationship and as administrative figures (Jayasingam & Cheng, 2009, p. 56).
These behaviours include intellectual stimulation, management-by-exception, individual consideration, contingent reward, inspirational motivation, idealised influence and laissez-faire (Oshagbemi & Gill, 2003, p. 295). It these fronted parameters that have contributed to a great debate on whether there is a difference in how men and women behave in respect to them while leading. These behaviours fronted greatly shapes the style adopted for instance participatory leadership & delegate leadership (Shamandi et al. , 2011, p. 47). Moreover, they highly influence the leadership model to be adopted say autocratic, nurturant task leader, a participative leader among others (Jayasingam & Cheng, 2009, p. 56).
Oshagbemi & Gill (2003) assess if there is dissimilarity or convergence in leadership styles and behaviour of women & men using a case example of UK managers. While numerous studies have been conducted in relation to different leadership styles between women and women, we cannot argue that the studies have been exhaustive and thus, the topic is appropriate (see for example Ogundele, Hassan & Doyin-Hassan, 2012; Andersen & Hansson, 2011; Jayasingam & Cheng, 2009; Melero, 2004; Moran, 1992).
In support for the choice of the research, the topic is validated by Moran (1992, p. 488) who observes that “ The area of gender variances in leadership styles is a field which has vagueness and inconsistency. Notwithstanding the number of studies dedicated to the topic, there are a number of unanswered questions. Researchers will doubtlessly remain to check on the topic, and possibly, with time, we will get at some conclusive solutions to the question of whether there are distinctive variances in the males and females’ styles of leadership” .
In a nutshell, the choice of the research topic and case study is appropriate in contributing to the discourse of existence or non-existence of difference in leadership style and behaviour between women and men.