Critical Analysis: Gender, Transformational Leadership & Satisfaction

This essay provides a critical analysis of Tracey T. Manning's article, "Gender, Managerial Level, Transformational Leadership and Work Satisfaction," focusing on the interactions between gender, managerial level, and their impact on leadership and work satisfaction. The essay explores Manning's argument that transformational leadership allows women to engage in leadership roles and examines the study's findings that demonstrate similarities in transformational leadership and job satisfaction between genders. In addition to the critical analysis, the essay identifies limitations and weaknesses within Manning's research and offers recommendations for future studies, emphasizing the need to consider factors such as age, work experience, and competency when examining gender, transformational leadership, and job satisfaction. Desklib provides a platform for students to access similar essays and study resources to enhance their understanding of leadership and management concepts.

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Gender, Managerial Level, Transformational Leadership and Work
Satisfaction
The article Gender, Managerial Level, Transformational Leadership and Work Satisfaction by
Tracey T. Manning, is emphasized on the illumination of the interactions that exist between
different genders and in the diverse levels of a business firm. This concept is also made focused
on the tendency of this relationship to affect the leadership and work satisfaction point of views
of business corporations. Professor Manning also persuaded that the leadership style is denoted
as transformational leadership and has a tendency of allowing women a chance of getting
involved in leadership and gender advocacy roles. The professor conducted the varied range of
studies in social service units in the US for proving her claims. The analytical study confirmed
that there is indeed there is a similarity in the transformational leadership as well serenity with
their duties for both the sexes. The presented study is a perilous examination of the above-
mentioned article: apart from executing the critical analysis, Professor Manning this essay will
also focus on the existing limitations and weakness of the concept. Further recommendations are
provided for some aspects for future studies on the concepts of gender, transformational
leadership and their impacts on level of satisfaction attained in job.
As per Manning (2002, p. 207) the roles and the designations that are held by the individuals
within a business corporation as well their working life within the same firm as an employee in a
certain post play a significant role in determining their correct point of view of leadership
especially for women. While determining the varied manners in which male and female leaders
execute leadership practices, the presented study not only reside on the typecasts that are
normally portrayed for managers of both the genders, conflicting Manning, goes much

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furthermore to elucidate transformational form of leadership as a procedure of corporate
management and that can be retrieved by individuals of both the genders. The way that
transformational leadership is introduced as being gender ambiguous by (Manning, 2002, p. 207)
uncovers that whether the pioneer examines themselves or is evaluated by others in a business
bonds, there exists no distinction of the administration as an outcome of the pioneer being from
both the genders. For quite a while now, numerous individuals have had a tendency to portray
authority as far as the models set up by manly pioneers. Regardless of the way that female and
male administrators have hardly any, distinctions in their administrative practices, the
remarkable qualities of ladies directors are normally seen in a cliché way (Manning, 2002, p.
208). The way in which pioneers go up against their authority obligations has the penchant to
influence their representatives' levels of employment fulfillment and in addition their execution.
The Leadership Categorization Theory delineates that representatives tend to rate their pioneers
contrastingly in view of whether they are from both the genders. Female pioneers are seen as
being more transformational than the guys. This is because of various contrasts that exist as far
as the work connections female and male supervisors’ frame with their laborers. Ladies are seen
as being more participative in their leadership undertakings rather than men; what's more, they
tend to slant towards a relationship-based type of organization that is concerned for the most part
with guaranteeing that the laborers gain the vital help and direction in accomplishing self-
development and professional advancement. In any case, regardless of the view of specialists, the
exploratory examination by Manning (2002, p. 207) negates the presence of any distinctions in
transformational form of leadership in view of sexual orientation contrasts
Not at all like the traditional types of leadership, Manning (2002, p. 9) affirms that
transformational authority rises above any disparities that may exist in the organization styles of

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male and female directors as an outcome of their different mines of emotionality. This type of
administration, not at all like the rest, enables the chiefs to decidedly impact the workforce, both
as individuals from a gathering and exclusively. Keeping an eye on (2002, p. 208) uncovers that
transformational authority display, regardless of whether connected by a female or male
administrator, is the best form of leadership for an assortment of reasons. Right off the bat, when
an administrator applies this sort of leadership, they can give the laborers the vision of the
association and induce them to be focused on it. Besides, utilization of the transformational show
guarantees that the workforce is associated with the basic leadership procedure of the
association; this makes them feel esteemed and builds their inspiration to guarantee the effective
achievement of authoritative objectives (Manning, 2002, p. 209). The contention being displayed
by educator Manning for this situation is that in spite of the sexual orientation of the chiefs or
specialists, the transformational administration has a way in which it brings out extremely
positive reactions from people. This authority model dissolves all distinctions that may exist
amongst male and female administrators by its capacity to fuse both errand situated and
relationship-arranged tendencies delineated by male and female chiefs separately.
Then again, Manning (2002, p. 9) expresses that in spite of ratings given by supervisors of both
genders their view of the model of transformational leadership as comparable, the way in which
their administration is seen by others attributable to their sexual orientation is very unique. In
numerous civic establishments, ladies have for quite a while being under the enslavement of
guys and it is just as of late that endeavors have been set up by people from female and male
sexes and additionally concerned sexual orientation activists and political frameworks to connect
the sex partition. Ladies in social orders that are still excessively petty on the part of a lady may
end up at enduring the worst part of negative evaluations. Keeping an eye on (2002, p. 10)

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anyway guarantees that in the business divisions, for example, cash loaning associations and
instructive associations, studies directed utilizing polls grade both the female chiefs as being
more transformational as compared to their male partners. Overviews led on a similar utilizing
the multifaceted authority poll uncover that the females are appraised either as more
transformational or similarly transformational to male.
This study material additionally talks about in description the effect that sexual orientation has
on the stages of gratification that specialists find in the authoritative undertakings allocated to
them. In spite of the irregularities in the analytical examinations directed about the affiliations
that exist amongst sex and the satisfaction got from one's work, Manning (2002) appears to be
positive about her affirmation that there exists agreement on the way that any existent contrasts
are because of the way in which the included people see hierarchical elements in their work
environments. In this article, Manning (2002, p. 10), declares that there are various factors that
have a penchant to influence the level of employment fulfillment in ladies The main variable is
regardless of whether the work affiliations are undertaking or relationship based; ladies have a
tendency to get more fulfillment from errands which are displayed in the connections-based air
of initiative. Different factors that impact the levels of satisfaction ladies get from their job
incorporate their positions at fill in and also the projections that they are given for development
and vocation advancement. The contrasts between both the genders levels of employment
fulfillment have a tendency to be more articulated for laborers at the lower positions in the
association instead of those in higher administrative positions. Aside from that point being no
outstanding contrasts in self or spectator surveyed evaluations between the female and male
supervisors in the estimation of the fundamental transformational initiative characteristics, the

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distinctions in work and work relationship between the two sexual orientations are seen as being
immaterial by Manning (2002).
Taking everything into account, there are sure restrictions of this article should be reviewed. In
spite of directing exploration to affirm a portion of the cases she makes with respect to sexual
orientation, transformational initiative model, and occupation fulfillment, a few cases developed
by Manning (2002) in this study have not been upheld by persuading proof. Moreover it is also
stated that 'transformational authority is a more gender ambiguous and ladylike part perfect
initiative style' rather than different types of administration. Future sexual orientation and
authoritative administration ponder need to center all the more eagerly around different variables
that may influence transformational initiative and work fulfillment, for example, age, work
understanding, and competency.

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References
Manning, T. T., 2002, Gender, Managerial Level, Transformational Leadership and Work
Satisfaction, Women in Management Review, Vol 17, No 5, pp. 207-216.

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