When Women Hold the Purse Strings

Spence, Betty
March 2010
NAFE Magazine;Spring2010, Vol. 33 Issue 1, p1
The author relates how women manage taking risks better than men. She cites the higher percent gains in Hedge Funds under the leadership of women against the men from January through May 2009. He adds that there is a difference in decision making styles, with women opting to make a decision using details and comprehensive approaches while men use a single strategy with simplified data. An overview of articles published within the issue is also offered.


Related Articles

  • Oh No! It's Theory O! Watson, Gregory H. // Quality Progress;Oct2000, Vol. 33 Issue 10, p16 

    Comments on the application of opinion-based decision making that is unsupported by relevant facts and statistical analysis, or the Theory O, in organizations in the United States. Examples illustrating a common problem in managerial decision making; Questions a quality professional might ask;...

  • What Managers Really Need from Academics. Jacobides, Michael G. // Harvard Business Review Digital Articles;11/26/2014, p2 

    The article identifies four areas where managers can improve to realize gains from trade between economics and society that include rigor of abstract analytical models and behavioral research, decision making, context of research, and established frameworks or practice.

  • Inforum West Michigan plots next three years. Dewey, Charlsie // Grand Rapids Business Journal;2/3/2014, Vol. 32 Issue 5, p5 

    The article reports on the three-year strategic plan of Inforum West Michigan that includes a new program called, Genuine Leadership Presence, which is created to help women develop their executive presence.

  • Managerial Ignorance or Savvy? Another Look. Gannon, Martin J. // Business Horizons;Mar/Apr84, Vol. 27 Issue 2, p58 

    Focuses on the concept of management substandard job-specific knowledge bases. Impact of low knowledge bases on the decision-making of executives; Criticisms over the positivistic method of business school research; Effects of managerial ignorance on business operations.

  • Why you should give managers a place at the table. Willax, Paul // New Hampshire Business Review;9/5/2003, Vol. 25 Issue 19, p9A 

    Provides information that business owners must share with its managers in New Hampshire. Accessibility of the financial and operating information that is critical to effective policy formulation and decision-making; Mission that challenges the manager's ability; Opportunity to participate in...

  • DECISION-FREE ZONE. FISHER, LEO D'ANGELO // BRW;9/5/2013, Vol. 35 Issue 33, p36 

    The author reflects on the decision making skills of executives considered to be the most important task of a leader.

  • 3 moves only you can make.  // Executive Leadership;Feb2014, Vol. 29 Issue 2, p1 

    The article presents a discussion of three types of decisions that only a leader must make to be successful, adapted from the article "The Three Decisions You Need to Own" by Ram Charan.

  • Devil's Advocacy and the Board: A Modest Proposal . Schwenk, Charles R. // Business Horizons;Jul/Aug89, Vol. 32 Issue 4, p22 

    Suggest ways to improve the effectiveness of business executives in the United States. Effects of excessive consensus on the board; Principles of the devil's advocacy necessary for the management of directors on company controversy; Dissatisfaction on corporate practices excluding the boards as...

  • How Top Executives Use Their Intuition to Make Important Decisions. Agor, Weston H. // Business Horizons;Jan/Feb86, Vol. 29 Issue 1, p49 

    Focuses on the importance of intuition skill in the business managerial decision-making. Definition of intuition; Difference of the intuition abilities between middle and lower level managers; Comparison of the intuition ability between men and women managers; Techniques and exercises to...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics