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18 Aug 2010 - Martin Kornacki

In defence of women bosses

A leadership and communications consultancy has spoken out in defence of women bosses following a survey that found two-thirds of employees would rather work for a man.

The survey results published last week by UKJobs.net claimed that men made better people managers and branded female leaders as back-stabbers who struggled to leave their personal lives at home.

But Professor Khalid Aziz, chairman of the Aziz Corporation, says female managers have a more level-headed view of business and are getting a bad press.

"When times get tough your red-meat-eating male bosses get ever more focused on the kill and short-termism prevails at the expense of seeing a more balanced big picture," he said.

"In the 27 years that we have been coaching male and female bosses, the differences between the sexes are loud and clear- women are more holistic, big-picture and reasonable."

As part of their findings both organisations published top-ten lists of why they considered men or women made better leaders.

UKJobs.net top-ten reasons why men make better bosses:

  1. Straight talking
  2. Less likely to get involved in office politics
  3. Easier to reason with
  4. Less likely to bitch about others
  5. Less likely to suffer from mood swings
  6. Able to leave their private life at home
  7. No time of the month
  8. More likely to share common interests
  9. Don't feel threatened if others are good at their jobs
  10. More reasonable

Aziz Corporation's top-ten reasons why women make better bosses:

  1. In a still sexist world, women have to be better than men to succeed
  2. Less 'bullet-headed' than men and prefer to understand the big picture before proceeding
  3. More adaptable to the needs to change
  4. More willing to see other people's points of view
  5. Less bloody-minded in conflict
  6. More holistic people-managers understanding the different influences on staff
  7. More willing to admit mistakes
  8. Better collaborators
  9. More open to seeing their own failings
  10. Better team players

Read more on TJ's in-depth research project that is exploring how learning and development in organisations is changing and how this will affect the skill sets of L&D practitioners over the next decade.

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