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Ann Harriman

  • Communication is the essential life blood of organizational life.

  • ... there do appear to be more differences between women managers and nonmanagers than there are between women and men managers.

  • There are apparently no gender differences between women and men in terms of leadership style. ... What differences appear to exist seem to disappear when other variables are taken into account. ... Even though the preponderance of the evidence shows scant differences at most, stereotypes continue to favor the 'male is normal' model of leadership. ... The most encouraging implication from the research is that stereotypes tend to become less important as experience increases.

  • Despite the negative connotations of the word, power (or influence) is something that everyone exerts a good deal of the time. ... It is the coercive or abusive use of power, not power itself, that we find offensive.

  • Power behaviors that are seen as appropriate for men will not ... be seen as appropriate for women. ... Successful managers are those who are able to acquire and use power strategies effectively. Those power styles and strategies that are most associated with being perceived as powerful and competent, with being effective or persuasive, are also associated with being masculine. ... the evidence suggests that both masculine and feminine styles may be effective if used by men, but masculine styles are not effective when used by women. The ineluctable conclusion is that women have the choice of using power in an indirect (manipulative) way and risking either being ineffective or unrecognized, or using direct styles and risking being both ineffective and disliked.

Ann Harriman