"Managing like a Man," by Judy Wajcman

Reviewed by Staci Dale 

            In Managing like a Man, Judy Wajcman studies gender differences in corporations and why men hold more leadership positions than women. Wajcman determines that the most common personality traits individuals use to define good leadership are those more readily associated with men. Wajcman explores if, in order to succeed and be viewed as more effective leaders, women should adapt their managerial style to that of their male counterparts. Or do individuals need to redefine what makes a good leader?

Wajcman finds that in the 1990s, traditional and “masculine” styles of management were being dropped. In their place, corporations began to adopt collaborative styles of management that were highly modeled off of the Japanese managerial system. Since this softer, people-oriented approach to management seemed more conducive to women, many expected an influx of female leadership positions. However, men continue to dominate positions of power.

Although trends in management change, Wajcman’s studies suggest that individuals prefer traditionally “masculine” styles of leadership. The women who do break into positions of power typically do so by adopting leadership styles associated with men. However, in many cases, such adoption does little to impact a woman’s promotion. Workers interpret identical reactions by men and women managers in different ways. A man is seen as assertive, a woman is bossy. Whereas a woman may be viewed as emotional, a man reacting in the same manner will be described as competitive or passionate.

In addition to individual workers more commonly associating leadership with men, Wajcman also states that the career model as a whole is more aptly suited for males. Wajcman believes married men are seen as an asset to a company, and most men in managerial positions are “family men,” while the opposite is true for women. While a family man is deemed more trustworthy, a company sees no advantage in a mother or wife holding a managerial position.

Another important facet of moving up in corporations is networking within the company itself. Since most managers are men, they are more likely to mentor their younger male employees and help them move up the career ladder. This is not necessarily because all managers are against mentoring women as it may be easier for an older male manager to see a younger version of himself in a new employee and want to guide that young man. As this continues, men are unknowingly passing down valuable leadership advice and guidance almost exclusively within their own gender.

According to Wajcman, an entire male social world exists outside of the work place that helps propel men to higher positions. Although women are not usually overtly excluded from this “boys’ club,” it is apparent that a sports bar is going to be a more comfortable zone for men than most women. Wajcman points out that women as well as men who do not take advantage of such networking opportunities are more likely to lose out on promotions than those who do.

Gender obviously continues to be a defining barrier in the workplace. Through studies and research, Wajcman makes it clear that, fair or not, the individuals of either gender who ascend to top positions are those who are prepared to “take it like a man.”

Wajcman’s discussion of a man’s management style as being less attached and more systematic than women brings to mind Frederick Taylor’s scientific theory, although perhaps not as rigorous. For example, Wajcman’s inclusion of the mentoring aspect of male leadership does showcase that men do adopt some of Mary Parker Follett’s collaborative management- even if it is segregated toward one gender.

Also, Wajcman’s idea that women and men with identical reactions are judged differently, and the understood notion that this is somehow wrong highlights some aspects of Peter Drucker’s management by objective theory. That is, that workers- which would include leaders- should be judged by their results, not their personality. In Wajcman’s ideal world, such a theory being put into practice could help solve the unequal balance of men and women in power.

For those interested in the internal power struggle between men and women in the corporate world, as well as gender relations in general, I would recommend this book. However, I would not recommend this book strictly for public relations students interested in gathering information about effective management. Wajcman’s primary focus is uncovering and analyzing gender relations and stereotypes within the corporate sphere. Beyond that though, she seems to take the “well, if you can’t beat them, join them” approach. Surely there are better solutions for women to ascend to leadership than changing their personas to invoke a more masculine stereotype. Perhaps if she built off her research to explain to male and female leaders how to address and repair this within their own work environment, it would be more of a helpful leadership guide and less of a women’s studies reading assignment.

Comments

[I.E.Kovacsi]

A very slight ommission-

It would be very unwise for any 50s something man in a position of authority to spend time with and oversee the rise of a 20s or 30s woman. Be realistic, with the best of motives an executive would be judged badly for taking excessive risks with company assets if he were to do this.