Exploding Some Myths about Women Managers

Abstract

Although women are increasingly being chosen for managerial positions on the basis of their qualifications, many persons still believe that they are different from men in important ways that affect job performance. This article presents convincing evidence that men and women managers' perceptions of key structure and process variables related to formal and informal organizational concepts are quite similar. The authors argue against treating women differently on the basis of sex and for more effective utilization of women as managers.