Added: Lindsee Bowyer - Date: 18.01.2022 22:14 - Views: 18984 - Clicks: 8653
Her company sold clients what Citigroup firmly believed were low-risk investments. After these investments unexpectedly lost most of their value in the market downturn, Krawcheck felt that Citigroup should offer its clients partial refunds. Her position, at odds with that of her boss and the rest of the management team, led to a lengthy debate within the company that culminated in her dismissal. Absolutely not. The prevailing message to women in Western society is that if you want to succeed, act more like men. There is an assumption that success means being more aggressive, in control of emotions, and strategic and calculating in your decisions.
As researchers and teachers of negotiations and leadership with over 40 years of combined experience, we believe that this message is misguided. In fact, women bring unique strengths to the negotiating table—strengths that the prevailing masculine paradigm prevent us from seeing.
What does that have to do with women? Our research suggests that they are, quite simply, better at creating value through collaborative exchanges.
In a recent paper published in Organizational Behavior and Human Decision Processesthree studies examined how women and men would react to opportunities to act deceptively in exchange for financial gain. In one study, participants read a negotiation scenario, which provided the possibility for negotiating deceptively.
Specifically, participants were asked to imagine that they were selling their used car, which had a minor missing fuel cap and a larger intermittent transmission problem.
Participants needed to decide whether they would reveal the problems to a potential Craigslist buyer. Explore gender differences in empathycompassionand lying. Discover where morality comes from. Learn about morality in the animal kingdom. Get tips for negotiating ethical dilemmas in everyday life. These findings are consistent with a great deal of prior research that has found women to have higher, more steadfast ethical standards and to act more ethically than men in a variety of behavioral realms.
To understand why these gender differences might emerge, we considered the important psychological variable of identity. We looked specifically at moral identity, the tendency to conceptualize oneself in terms of moral traits such as fair, honest, generous, and kind. Analyzing data from 33 independent studies with over 19, people in aggregate, we found a moderate gender difference in moral identity that is on par with the average effect size uncovered in psychological research. Women identified with moral traits more strongly than did men. Certainly, Krawcheck and others involved felt the latter at the time.
As it turns out, however, her departure from Citigroup was largely the result of an old-fashioned corporate bar brawl. A bar brawl it may have been, but even so it was a fight between two very different opponents, one focused on bottom-line profit and one focused on taking the perspective of all parties to the deal. One exhibits characteristically masculine traits—while the other is characteristically feminine. For starters, Krawcheck had approached the situation assuming that the ultimate goal was to obtain a fair resolution for both sides, as doing so was consistent with the Golden Rule Honest women please also more likely to bring return business.
Also, she felt her company had a moral obligation to return some of the money its clients had invested with them in good faith. It may be—but only in situations where women are in the minority.
We contend that the key to transmuting the risk of a moral perspective is strength in s. Just like low-ranking female primates band together to temper dominant behaviors in males, women can be empowered by working together. A perfect example of the power inherent to female coalitions occurred in the United States in the autumn of The U.
Democrats Barbara A. Mikulski of Maryland and Patty Murray of Washington soon ed the group, and even in the face of ideological differences and debates, they were able to work together to craft a compromise. Individually, women have the benefit of being more moral. Together, women have the power to positively influence a variety of societal situations, above and beyond the political. Where do gender differences in moral identity come from?
Rather than reflecting fundamentally different essences, they are very likely a product of our environments, which can and do change. While our meta-analytic evidence suggests the gender difference in moral identity is robust, we also find clear evidence that it fluctuates and sometimes even disappears entirely, depending on the situation.
For instance, in another studywe charged participants with negotiating with a new recruit. The new recruit cared about job stability, but unbeknownst to the recruit, the position could not offer this attribute and was not a genuine fit. Participants secretly knew that the job would be restructured in six months. The critical question was whether participants would lie to the new recruit in order to hire the person at a lower salary.
Unsurprisingly, given our other research, women were less likely than men to lie to the new recruit—but in this study, there was a twist: Given a financial incentive to lie, women did so just as often as men. Prior research has shown that financial incentives dampen the degree to which people conceive of themselves as moral persons. Instead, financial incentives cue other identities, suggesting that people should aim to be, say, a successful person, or a smart person, not a moral person.
Taken together, our research reveals a powerful strength that women often bring to the table, one that could help us properly question the status quo. Our current world consistently values masculine attributes over feminine ones, and, by doing so, contributes to our collective detriment. Sallie Krawcheck now believes that the debate she instigated within her company was a healthy and productive one, supportive of a diversity of experience that Wall Street needs more than it needs another quantitative analyst with an Ivy League degree.
These are qualities we need to claim not just for women, but for all of business, and for all of humanity. Laura Kray is the Warren E. Haas School of Business, University of California at Berkeley, where she has been on the faculty since She holds a Ph. Gillian Ku is an associate professor of organisational behaviour at London Business School. Become a subscribing member today. Get the science of a meaningful life delivered to your inbox.
About the Authors. By Bernie Wong March 20, This article — and everything on this site — is funded by readers like you. Give Now.Honest women please
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Men or Women: Who’s the Better Leader?