Effects of gender diversity in strategic orientation and strategy execution

IF 4.2 3区管理学 Q2 MANAGEMENT

Leadership & Organization Development Journal Pub Date : 2023-09-15 DOI:10.1108/lodj-10-2021-0494

Korhan Arun, Saniye Yildirim Özmutlu

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Abstract

Purpose This paper aims to analyze the impact of gender in leadership on strategic orientation and the relative impact of these strategic orientations on organizational performance with the leadership of each gender. Design/methodology/approach Cross-sectional survey-based data were collected from 1,260 logistics companies, and 503 responses were found suitable for further data evaluation. Structural equation modeling (SEM) and regression analysis were used to analyze the data and test the hypotheses. Findings Results show that managers' gender affects only the aggressiveness subdimension ( p = 0.018 and ß = 0.114) in strategic orientation decisions and that male managers tend to be more aggressive-oriented than female managers. Strategic orientation is more effective on organizational performance. More clearly, when female executives use the same strategic orientation as their male counterparts, organizational performance is higher than that of male executives. Research limitations/implications Managers' power is related to social norms about their valuable contribution to the organization and roles are associated with experiences. Thus, at different levels of management, different results will be obtained. Practical implications Organizations should only define leadership roles in masculine terms with information or research that explains how women leaders can contribute to the organization's outcomes. Social implications The lack of fit model should not be expected when determining executive-level female leaders' performance. Originality/value There is a significant potential in studying strategic decision-making and whether the ability to provide effective organizational outcomes is related to a person's gender. Even if previous literature suggests that gender stereotypes affect perceptions of men's and women's fit for executive positions, the strategic conception of organizational decisions is immune to gender, but strategy execution is not.

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性别多样性对战略导向和战略执行的影响

本文旨在分析领导性别对战略导向的影响，以及在不同性别领导下这些战略导向对组织绩效的相对影响。设计/方法/方法从1,260家物流公司收集了基于横断面调查的数据，其中503家回复适合进一步的数据评估。采用结构方程模型(SEM)和回归分析对数据进行分析和假设检验。研究结果表明，管理者的性别只影响战略导向决策的攻击性维度(p = 0.018， ß = 0.114)，男性管理者比女性管理者更倾向于侵略性导向。战略导向对组织绩效更有效。更明显的是，当女性高管使用与男性高管相同的战略取向时，其组织绩效高于男性高管。研究局限/启示管理者的权力与社会规范有关，社会规范认为他们对组织有价值的贡献，而角色则与经验有关。因此，在不同的管理层次，将获得不同的结果。实际意义组织应该用男性化的术语来定义领导角色，并通过信息或研究来解释女性领导者如何为组织的结果做出贡献。在确定高管级女性领导者的绩效时，不应期望缺乏契合模型。在研究战略决策以及提供有效组织结果的能力是否与个人的性别有关方面有很大的潜力。即使先前的文献表明性别刻板印象会影响对男性和女性是否适合执行职位的看法，但组织决策的战略概念不受性别的影响，但战略执行却不受性别的影响。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Leadership & Organization Development Journal MANAGEMENT-

CiteScore

7.70

自引率

6.10%

发文量

期刊介绍： The journal addresses a broad range of topics which are relevant to organizations and reflective of societal developments. Public and private sector organizations alike face ongoing pressure to streamline activities, improve efficiency and achieve demanding organizational objectives. In this context, the ability of senior managers to understand the culture and dynamics of organizations and to deliver strong leadership during periods of change, could be the difference between organizational failure and success.