There is some evidence to suggest that there may be differences between males and females in their approaches to project management. However, it is important to note that these differences are not necessarily inherent or biological and that individuals of any gender can be successful Project Managers.
One study found that males and females tend to approach project management differently, with males being more likely to focus on the technical aspects of the project, such as the scope and budget, and females being more likely to focus on the interpersonal aspects, such as communication and collaboration. However, this study also found that both males and females were equally effective at managing projects.
Another study found that males and females tend to have different leadership styles, with males being more likely to take a directive approach, and females being more likely to take a collaborative approach. However, this study also found that both leadership styles can be effective, depending on the situation.
It is important to recognize that these findings are based on research studies that are often conducted on relatively small sample sizes and may not necessarily be representative of the larger population. Additionally, we have to consider the context in which the research was conducted and be mindful of the limitations of the study. It is always important to approach research findings with caution and to consider them within the context of the specific project and team.
An analysis of the APM Market Trends and Salary Survey (sample size of 2717) has shown:
- 28% of project professionals are women;
- Women in project management tend to be younger: 46% of all male respondents were over 45 whereas for females this was 27%. 36% of female participants were under 35 compared to 24% of men;
- They tend to have less experience: 43% of females have less than 5 years of experience compared to 24% of men. Only 6% of females have more than 20 years of PM experience compared to 22% of males;
- Away from the role of Project Manager, which has very similar statistics, women in project management seem to occupy more junior roles: 14% work in program or project support compared to 6% of men. Only 1% of females work as Company/Board Directors vs. 4% of males;
- And women earn less than men: 74% of females earn £49,999 or less whereas 49% of men earn between £50k and £100k and above.
(source: https://www.apm.org.uk/resources/research)
Using a database of 30 million profiles, Zippia estimates demographics and statistics for project management leads in the United States. Zippia’s data science team found that: There are over 45,849 project management leads currently employed in the United States. 40.8% of all project management leads are women, while 59.2% are men.
Having spent the major part of my career in two patriarchal nations with many Catholic religious biases (Italy and Poland), I met many stereotypes, harmful and limiting, related to gender in project management (well, stereotypes not only about P.M. but this is our actual discussion scope).
These stereotypes, based on cultural and societal beliefs, define what is expected by individuals based on their gender, and can have a negative impact on how individuals are perceived and treated in the workplace.
Some examples of it include:
Men are better leaders: This stereotype suggests that men are more competent and better suited for leadership roles in project management, which can result in women being passed over for promotions or leadership opportunities.
Women are less decisive: This stereotype suggests that women are less able to make decisions and are less confident in their decision-making abilities, which can lead to them being overlooked for decision-making roles or being underestimated in their ability to lead projects.
Men are more aggressive: This stereotype suggests that men are more confrontational and aggressive in their approach to project management, while women are more passive and submissive. This can lead to men being perceived as more competent and successful in project management, while women may be seen as less capable.
Women are more emotional: This stereotype suggests that women are more prone to emotional outbursts and are less able to handle stress, which can lead to them being perceived as less competent and less suited for leadership roles in project management.
Men are more logical: This stereotype suggests that men are more logical and analytical in their approach to problem-solving, while women are more intuitive and emotional. This can lead to men being perceived as more competent and better suited for technical roles, while women may be overlooked for these types of roles.
Women are better at multitasking: This stereotype suggests that women are better at juggling multiple tasks and responsibilities, which can lead to them being given more administrative or support roles rather than being recognized for their leadership abilities.
Anyway, my professional experience can be summarized into:
There are as many differences between males and females in Project Management, just as there are differences between individuals of any gender. We have to recognize that individuals, regardless of their gender, bring a unique set of skills, experiences, and perspectives to Project Management, and it is important to value and recognize that individuals of any gender can exhibit a wide range of approaches to problem-solving and decision-making.
Gender is just one aspect of diversity and inclusion in Project Management, and diversity and inclusion can bring a range of benefits to project teams, including increased creativity, better decision-making, and improved performance. While there may be some differences in how males and females approach project management, it is important to underline that:
“Individuals of any gender can be successful Project Managers. The key is to identify and utilize the strengths and skills of all team members, regardless of their gender, age, and ethnicity“.
Giovanni
Here are some sources to dig deeper into the topic:
- Deconstructing project management: a gender analysis of project management guidelines
Pamela Buckle, Janice Thomas
International Journal of Project Management - An Exploratory Study of Gender in Project Management: Interrelationships with Role, Location, Technology, and Project Cost
Linda S. Henderson, Richard W. Stackman
PMI – Project Management Journal - Project management: different gender, different culture? : A discussion on gender and organizational culture
Susan Cartwright, Andrew Gale
Leadership & Organization Development Journal - Gender influence in project management: analysis of a case study based on Master students
P.Rodríguez, V.R.Montequín, H.Morán, L.de Arriba
Procedia Computer Science - The adaptive—innovative (A—I) cognitive styles of male and female project managers: Some implications for the management of change
Arthur D. Tullett
Journal of Occupational and Organizational Psychology - Doing masculinities in construction project management: “We understand each other, but she…”
Gunilla Olofsdotter, Lena Randevåg
Gender in Management
