Leaders with more self-accurate ratings have been found to be more effective and more successful than those leaders with self-evaluations that are not aligned with others (Atwater & Yammarino, 1992; Bass & Yammarino, 1991). Several reports from the 1980's suggest that women underrate their own performance as leaders and managers (Parsons, Meece, Adler, & Kaczala, 1982; LaNoue & Curtis, 1985, Meehan & Overton, 1986 as cited in Van Velsor, Taylor, & Leslie, 1993; Beyer, 1990) despite the lack of specific data to substantiate these inferences. The conclusion that others likely draw from these repeated messages is that female leaders have poor self-awareness, and therefore are less effective. Strong inferential statements, such as those present in the literature today, may be contributing to ongoing negative stereotypical assumptions about female leaders' potential, and thus, may be contributing to the lack of female leaders advancing to executive business ranks, i.e., the 'glass ceiling'. Only one study that reported data from nearly two decades ago has refuted the suggestion that women underrate their leadership competencies (Van Velsor, Taylor & Leslie, 1993). This study examined contemporary data to test whether female leaders working in today's business environment under-rated their own performance as leaders. Ex Post Facto research using data from an existing, large database was used to investigate the relationships of female leaders' self-assessment and the assessments of other raters (including direct reports, peers, managers and others). The database was analyzed to test whether female leaders under-rated, over-rated, or were in-agreement with how others rated their leadership skills and behaviors using the High Impact Leadership Model(TM) (Linkage, 2003).
Rosener (1990) found that men tend to use reward and punishment as means to
influence performance. Women leaders, however, tend to use a more interactive
leadership style that encompasses sharing information and power.
Kohn argues that rewards do not differ much from punishment in that they are
manipulative and create a workplace where ... to see rewards almost like bribes;
they perceive themselves as working because of the salient reward, 102
CHAPTER 8.
This dissertation studied the relationship between the attitude male combat veterans have toward seeking help for mental health issues, their age, the Gender Role Conflict Scale, and the Distress Disclosure Index. Current empirical research has not looked at the attitude male combat veterans have toward seeking help for mental health issues. This research used a quantitative online survey to answer: Do the score on Gender Role Conflict Scale, score on Distress Disclosure Index, and the age of a male combat veteran affect his attitude towards seeking help for mental health issues? All 169 participants were male, had combat experience, and were veterans of the United States Armed Forces. Two separate samples were collected, and ordinal regression analysis was conducted. The analysis found that the Gender Role Conflict Scale is an important predictor for male combat veteran's attitude toward seeking help for mental health issues, and the variables age and the Distress Disclosure Index did not show a statistical relationship. Recommendations for mental health workers and recommendations for future research are provided.
This dissertation studied the relationship between the attitude male combat veterans have toward seeking help for mental health issues, their age, the Gender Role Conflict Scale, and the Distress Disclosure Index.
Designed with the busy cook in mind, this book is all about good food, simply prepared. Each recipe can be made in three steps or fewer, using only a handful of well-chosen ingredients to showcase wholesome, delicious flavours without fuss.
Designed with the busy cook in mind, this book is all about good food, simply prepared.
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Tersedia di Perpustakaan Utama UIN Mahmud Yunus Batusangkar
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Tersedia di Perpustakaan Utama UIN Mahmud Yunus Batusangkar
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