Literature Review
The primary research question of this study is to search and analyze for any direct positive and negative outcomes associated with gender impacts in decision-making, studies in this literature are divided into the following themes; a) gender differences in managerial decision-making create work-related difficulties, b) Gender impacts in managerial decisions can be used strategically and finally, c) Gender differences in managerial decisions invite inequality.
Gender differences in managerial decision-making create work-related difficulties
Multiple studies have shown that gender differences in managerial decision-making create work-related difficulties in many dimensions and aspects. According to Johnson & Powell (1994), Gender impacts in the field create stereotypes that damage individuality and technicality in managerial decisions; in addition, Radu, Deaconu & Frăsineanu (2017) found that gender differences and their perception in the workplace create strong personal biases that interfere with the work quality. In this sense, it is noticed that when stereotypes are created it affects the individuality and technicality of managers that reflects their perception in the workplace, and eventually leads to the work quality being affected. Moreover, Klenke (2003) states that there are certain constructs such as power, conflict mediation, and politics play a greater role in managerial decisions than gender differences do. Hultin (1998), shed light on a common difficulty faced due to gender diversities and their perceptions, which has often led to pushing women back from positions of power or control. Therefore, constructs or external factors have a major role in decision-making compared to the role of gender differences. Hence, a commonly emerging theme within the literature studied shows that gender differences add to the complexities that need to be taken into consideration within the work context.
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Gender impacts in managerial decisions can be used strategically
Certain studies have acquired a more positive and technical perspective toward gender differences within workplace decision-making. According to Gernreich and Exner (2015), data gathered through extensive research has identified and broadened diversity in needs and strengths within genders, such knowledge can be used strategically in the areas of management and work monitoring. Evidence-based information about defining features of gender differences in their decision-making abilities is critical in determining the number of business practices like team management, cooperation, and financial considerations (Burke & Collins, 2001). Research by Apesteguia, Azmat, and Iriberri, (2010) has proven that firms that have allotted importance to gender differences in the selection of decision-making entities have made better financial and economic choices that have benefitted their revenue greatly. Positions of authority are greatly based on leadership styles; these are diversified on the basis of gender and display commonalities and differences on this base (Patel, 2013), and the understanding of these style differences is incredibly important in the work context. Research compressed under this theme has recognized how information on gender differences can be used for potential.
Gender differences in managerial decisions invite inequality
Another theme that emerges in the pieces of literature taken into account is that gender differences that exist in managerial decision-making are a barrier to fair play within organizations. According to Stamarski and Hing (2015), many issues like sexism have originated on account of incessant focus on gender differences in managerial positions or decisions, they invite inequality on account of highlighting the strengths and weaknesses of genders in different areas. The female working class has been known to be a victim of extreme discrimination in the workplace on account of concrete belief in stereotypes that promote female inferiority (Tiwari, Mathur, & Awasthi, 2018), this has strictly limited work opportunities for women in all sectors and especially in managerial fields. Increased reliance on information about gender differences is also promoting the normalization of evils like gender discrimination and providing them with logical fuel (Verniers & Vala, 2018). Furthermore, the common notion of respective or appropriate roles that women play in decision-making has restricted the entrepreneurship potential of women, whereby managerial and authoritative ventures are stripped from them (Welsh, Kaciak, & Minialai, 2015).
In conclusion, the information examined from various studies sheds light on the existence of gender differences in managerial decision-making and how the occurrence has multiple facets in terms of the effect that it produces within organizations. Some perspectives contrast in how gender differences have positive and negative influences on performance and opportunities. Some pieces are insightful in determining how gender differences can be utilized for betterment through acknowledgment of diversity and its strategic application in the workplace for beneficial hiring and placement in managerial positions, appropriate for every field.
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