Gender influences in decision‐making processes in top management teams

Abstract

Top management teams (TMT) were initially introduced almost 20 years ago but recently have rekindled the interest of researchers whose experience with organizations has demonstrated that the arrangement of the single omnipotent CEO at the apex of the firm has outlived its utility at a time when it is impossible for one individual to command all the knowledge necessary to effectively lead an organization. This article describes a model that examines gender related influences, which are hypothesized to affect the decision making process in TMTs. More specifically, it is postulated here that it is not gender per se that accounts for differences in decision making among senior female and male executives, but that four constructs, namely power, political savvy, conflict management and trust mediate the hypothesized relationships explicated in the model. Implications for increased participation of women on TMTs are explored.