Purpose- The research sought to identify, examine and clarify the extent of the relationship between gender and organisational change management through an empirical investigation of the differences and preferences of men and women’s leadership approach to change management, and the potential impact of gender leadership differences on organizational change management outcome. The research was undertaken to identify and recommend strategies that will assist in successfully managing change programmes in organisations and within state strictures be it public or private sector.
Design/Methodology/Approach- The research opted for a pure qualitative study with the use of semi-structured interviews conducted in 4 cases from the private and public sectors in Abuja, the state capital of Nigeria. Thirty-two semi-structured interviews were conducted with leaders and employees in the 4 organisational Cases.
Findings- The results show that there are some differences in the way that men and women approach and manage change scenarios in organisations and state structures which may have some potential impacts on OCM outcome. However, certain factors appear to affect the observed leadership behaviour and styles. Firstly, leaders’ behaviour and choice of leadership style is influenced by national/sector culture, therefore some of the leaders are unable to adopt their preferred way of managing the implemented changes. Secondly, the results further show that leaders’ leadership behaviour and style is influenced by the gender and behaviour of the followers. Thirdly, gender leadership differences emerge because of leaders’ personality and age, and not necessarily because of their gender or sex. Fourthly, leadership as a gender concept within the state sectors is more likely to be influenced by institutional policies which makes it difficult for equitable gender representation. Lastly, gender as a variable in organisations, state structures and institutions, reveals the insecurity of gender gap that exits between men and women.
Research Practical Implications and Limitations- The findings of the research highlight the needs to modify and redesign the tools and approaches being adopted to manage change in organisations and state structures/institutions. As such, it offers important rationales for organisations and states to consider and include a gender-inclusive methodology in managing changes as proposed in the study’s novel model. The findings further offer routes for future research that can examine the extent to which female managers are more in tune with transactional approaches and male leaders more in tune with transformational strategies and to what extent culture, followers’ behaviour and gender, leaders age and personality influences leadership behaviour/preferences.
Originality/Value- This study is a purely qualitative study that links gender to organisational change management with more of an emphasis on Africa. Both men and women may bring intrinsic benefits to the management of organisational change programmes, and these may have a significant and positive impact on the outcome of organisational change programmes. This study developed a gender-inclusive methodology that provides comprehensive guideline on managing organisational change from a more gender-inclusive perspective although critical feminists argue that it explores the ideational and material manifestation of gendered identities and gather power in global politics.
