Mention what you plan to cover in the blog post. This article will summarize a recent study on the role of perilaku and organisational behaviour behaviour that was published by Dr. Philip Robins, a professor of human resource management at University of Florida, from which he drew several implications for managing managers. In it, his findings indicate that personal competencies can make or break how well an individual manages an organisation and these skills are inherently tied to perilaku. The study was published in "Human Resource Management Journal". More specifically, it was published in the May 2010 issue of Human Resource Management Journal. The research involved interviewing 320 managers and finding that men will advance to managerial positions more often than women do. Philip Robins found that the gender gap in managerial positions is "primarily due to potential for performance, followed by perspective on management roles, which are tied to personal experiences". He also found that half of the male managers interviewed believe that it is more difficult for women to advance their careers then men do. One implication of this study is that women should try to develop their perilaku skill set as much as possible through extra education and training. This is because it can help to broaden their knowledge of management. Another implication is that managers should be supportive and encouraging of employees and this will also help to develop the skills needed to manage. Some research has shown that there are gender differences in leadership style which reflect gender differences in the skill level of leaders who exhibit male characteristics. This study showed that women tend to lead with consensus while men generally take a more directive role. The difference was also found in the depth of people's commitment and respect for leaders, suggesting that women's styles may foster more collaborative networks than those created by men. The research on gender differences in leadership styles was conducted by Margaret Neale and her colleagues from the University of Michigan. Margaret Neale's research started in 1988 when she was a doctoral student at Princeton University. Her original goal of studying the "relationship between gender and leadership style" was that there were some discrepancies between men and women who were leaders in business. Her studies began with an examination of data from a national sample of more than 5,000 working adults. She found that male leaders had significantly higher performance ratings than female leaders, especially when their work approaches were evaluated primarily by peers (Neale). The gender differences that were found in the survey of over 5,000 workers were consistent with her earlier research. She stated that these findings were controversial because they contradicted what she had demonstrated in the 1980s; namely, that leadership positions are seen equally for men and women (Neale). Her further studies indicated that both men and women tend to follow more "responsive leadership" (Neale). Aside from these findings, Neale also suggested some reasons why men tended to pursue managerial positions while women did not; this was due to the unequal distribution of power within society.
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