Watts, J. (2009). "Leaders of Assessment

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There are some significant strengths in the research provided, however, including lengthy excerpts from the interview responses directly, enabling the reader to develop an understanding of the overall perspective of the respondents as well as the researcher. Many of the apparently foregone conclusions of the research are borne out by the comments presented in the article, and thus the perceived bias in the article might actual represent an accurate reflection of real-world scenarios and attitudes. This is still difficult to assess with any objective certainty, however, as the responses appearing in the published research article are those specifically chosen by the researcher and came as the response of possibly biased and/or leading lines of questioning the semi-structured interview.

Results

The findings of the study were largely mixed and not entirely conclusive, in part due to the acknowledged subjectivity of the data and the collection process (Watts 2009). Several paradoxes were identified in the literature, including the diversity paradox wherein greater attempts by in organizations to achieve diversity leads to environments and culture that are actually more socially adverse to equality and acceptance (Watts 2009).

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The management paradox is another item of confusion identified in the construction industry; the female managers are thought to manage "differently," meaning in an innovative and therefore better manner, women in management positions are actually emulating the same "masculine" management styles that have been prevalent in the industry in previous eras, feeling forced to behave in such ways in order to attain and retain such positions (Watts 2009). The situation presented by female management within the construction industry creates a unique and complex set of pressures on organizations as a whole and on the specific female management personnel individually, creating greater difficulties in female managerial success and thus limiting future potentials (Watts 2009).

Conclusion

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