<![CDATA[ A recent Gallup study reports that while only one in three (33 percent) working Americans report that they currently have a female boss, female managers outscore male managers on eleven out of twelve measures of engagement. The study found that the employees of female managers are more engaged, as are the female managers themselves. These results hold true for female managers of every working-age generation, regardless of whether the female managers have children in their households. Why is engagement important? Employee engagement is now widely recognized as a significant contributor to company performance. Ryan Fuller writes in the Harvard Business Review that there is general agreement that increased engagement drives results. However, Gallup reports that only 30 percent of American workers and 13 percent of global workers are engaged in their jobs. These findings have important implications for organizational success, and given the higher engagement scores for female managers, one would think that organizations would be eager to promote more women. Here are some of the dimensions of engagement where employees report higher engagement scores for female managers:
- Encourages employee development by cultivating potential
- Checks in frequently on employee progress and gives regular feedback
- Gives recognition and praise for doing good work, which provides positive feedback and helps employees feel valued
- Sets clear expectations, builds relationships, and encourages a positive team environment
Four Tips for Successful PromotionsIt would be good for US companies to increase the number of women managers in order to improve their productivity. At the same time, companies need to position both women and men for success when they promote them. Here are four suggestions from the Education Advisory Board to keep in mind for successful managerial promotions:
- Promote based on talent. This means that individuals who have demonstrated skills and results rather than simple longevity, should be chosen for promotion.
- Make sure that the person fits the role. Too often, individuals are promoted in organizations as a reward for performance in a different role without preparation for a managerial role.
- Do not tie salaries to position titles. People who are high performers in a role or function should have higher pay. Too often, the only way for high performers to receive a higher salary is to apply for a management role that may not be the best fit for them.
- Keep developing managers. Managing people is challenging, and companies should continuously invest in the development of their managers.
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