The difference in Managerial Style in Nicaraguan and American Women
The difference in gender disparity in the managerial world has been decreasing over the years. Many years ago, the simple idea of having a woman as the head of a corporation would have been insane. Women were thought to belong at home taking care of children and their husbands. Today, women make up 40% of the global workforce, and although they only make up 3% of the Fortune 500 CEO’s, and about 15% of corporate executives, the number of women reaching power positions has been increasing through the years ( Carter & Silva, 2010).
While Nicaragua is one of the poorest countries in the world, ranking second poorest country in Latin America, it ranks first in closing the gender gap in Latin America and the Caribbean, and twelfth world wide. According to the Global Gender Gap Report, 41% of power positions like
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It is good to assume, that many of these companies making business into both countries are run by women. We need to look into the ways women are managing these organizations, and if they do it differently.
In 1998, a study was done by interviewing 78 Nicaraguan female executives. This study’s goal was to find the preferred Managerial Style of Nicaraguan Women. The study came to the conclusion that Nicaraguan women preferred the consultative style (Osland, Snyder, & Hunter, 1998). The consultative style is also known as Participative management where all employees are encourage to contribute their ideas.
The American Psychology Association tells us that American Women prefer the transformational leadership style (When the Boss is a Woman, 2006). James McGregor Burns defines transformational leadership as “leaders and their followers raise one another to higher levels of morality and motivation” (Burns,