Management Activity and Program Performance: Gender as Management Capital

Do men and women manage differently? Do their efforts have different impacts on public program performance? Building from a formal treatment of public management and performance, this study investigates how the interaction of gender and management strategies influences organizational performance. Focusing on several hundred public organizations and their top managers over a three-year period, the analysis maps the gender question onto Mark Moore's distinction among managing upward toward political principals, downward toward organizational agents, and outward toward the networked environment. Findings indicate that women and men as top managers have different performance impacts, and these impacts vary by managerial function as well.

[1]  Sharon H. Mastracci,et al.  Gender and emotional labor in public organizations: An empirical examination of the link to performance , 2006 .

[2]  E. Feigenbaum.  Simon, Herbert A. , 2006 .

[3]  K. Meier,et al.  Managerial Networking , 2005 .

[4]  Sean Nicholson-Crotty,et al.  Managing upward, downward and outward , 2005 .

[5]  Sean Nicholson-Crotty,et al.  Multilevel governance and organizational performance: Investigating the political‐bureaucratic labyrinth , 2004 .

[6]  M. Guy,et al.  Women's Jobs, Men's Jobs: Sex Segregation and Emotional Labor , 2004 .

[7]  George Farkas,et al.  The Black-White Test Score Gap , 2004 .

[8]  Mary G. Dietz.  CURRENT CONTROVERSIES IN FEMINIST THEORY , 2003 .

[9]  J. Stewart,et al.  Change Management—Strategy and Values in Six Agencies from the Australian Public Service , 2003 .

[10]  C. Stivers.  Administration Versus Management , 2003 .

[11]  K. Meier,et al.  Public management and organizational performance: The effect of managerial quality , 2002 .

[12]  Laurence J. O'Toole,et al.  Managerial Strategies and Behavior in Networks: A Model with Evidence from U.S. Public Education * , 2001 .

[13]  Thad E. Hall,et al.  Structures for Policy Implementation , 2000 .

[14]  Laurence J. O'Toole,et al.  Modeling the impact of public management: implications of structural context , 1999 .

[15]  C. Stivers.  Settlement Women and Bureau Men: Constructing a Usable Past for Public Administration. , 1995 .

[16]  K. Provan,et al.  A Preliminary Theory of Interorganizational Network Effectiveness: A Comparative Study of Four Community Mental Health Systems , 1995 .

[17]  Cheryl L. Adkins.  Women & men in management: Gary N. Powell, Sage Publications, Newbury Park, CA. 1993 , 1994 .

[18]  M. Guy.  Women and Men of the States: Public Administrators at the State Level , 1992 .

[19]  C. Stivers.  Gender Images in Public Administration: Legitimacy and the Administrative State , 1992 .

[20]  Georgia Duerst-lahti.  But Women Play the Game Too , 1990 .

[21]  J. Glass.  The Impact of Occupational Segregation on Working Conditions , 1990 .

[22]  Larry R. Smeltzer,et al.  Gender Differences in External Networks of Small Business Owner-Managers , 1989 .

[23]  A. Cann,et al.  Sex stereotypes and the leadership role , 1987 .

[24]  Marilyn Loden.  Feminine leadership, or, How to succeed in business without being one of the boys , 1985 .

[25]  Allen C. Bluedorn,et al.  Men and Women of the Corporation , 1978 .

[26]  Henry Mintzberg.  The Nature of Managerial Work , 1974, Operational Research Quarterly (1970-1977).

[27]  Graham Allison,et al.  Essence of Decision: Explaining the Cuban Missile Crisis , 1972 .

[28]  C. Barnard,et al.  Organization as Social Process@@@Organization and Management , 1949 .

[29]  Norton E. Long.  Power and Administration , 1949 .

[30]  C. Barnard.  The Functions of the Executive , 1939 .

[31]  L. Gulick,et al.  Papers on the Science of Administration , 1938 .

[32]  Kevin B. Smith.  The Ideology of Education , 2003 .

[33]  K. Meier,et al.  Gender Differences in Agency Head Salaries: The Case of Public Education , 2002 .

[34]  L. O'toole.  Different public managements? Implications of structural context in hierarchies and networks , 2000 .

[35]  L. O'toole.  Treating networks seriously: Practical and research-based agendas in public administration , 1997 .

[36]  Larry V. Hedges,et al.  Have times changed?: The relation between school resources and student performance , 1996 .

[37]  M. Moore,et al.  Creating public value : strategic management in government , 1995 .

[38]  J. B. Rosener.  Ways women lead. , 1990, Harvard business review.

[39]  Georgia Duerst-lahti,et al.  Gender and Style in Bureaucracy , 1990 .

[40]  P. Lunneborg.  Women changing work , 1990 .

[41]  E. Sundstrom,et al.  Gender and power in organizations: A longitudinal perspective. , 1989 .

[42]  Ronald G. Ehrenberg,et al.  Are School Superintendents Rewarded for “Performance”? , 1988 .

[43]  A. Harriman.  Women/Men/Management , 1985 .

[44]  Kathy E. Ferguson.  The feminist case against bureaucracy , 1984 .

[45]  Craig C. Lundberg,et al.  Power and politics in organizations , 1980 .

[46]  D. Waldo,et al.  The Administrative State , 1948 .