Abstract
Research into gender and leadership is ‘large and growing’. We add new insight using the Skilled Managers online training intervention, providing managers with the skills to handle complex workplace issues. The research explores how training changes the practice of male and female managers and the quality of their relationships with staff. We study 24 UK-based organisations, 6,199 employees and 510 managers. Our use of Rahim’s framework to operationalise conflict competencies into 5 management styles supports evidence that women are less likely to adopt ‘dominating’ approaches, when compared to men. Male and female managers both reduce use of dominating approaches as a result of training; but whilst the use of ‘obliging’ styles is initially similar, the impact of the training is much more pronounced for female managers. Recent literature suggests female managers score higher on dimensions of practice and we consider how this may vary across workplace settings.