This question raises several other questions that mostly relate to understanding a complex interplay in the relationship between men and women. Are men better leaders than women? Who makes the decisions at home? Who is happier in life? etc. These are just some of the never ending questions.

But let’s try to stick to statistics to understand the real world situations.

1. Woman makes more decisions at home

According to the pewresearch, it seems that woman make more decisions at home. Interestingly, the findings suggest that 43% of responses are attributed to woman making more decisions at home while man does it in 26% of cases.

Although this research is already a bit outdated, a more recent one from Gallup, 2020 confirms this finding.

source:

And when it comes to detailing the situations in which decisions are going into one or the other direction, it turns out that for many activities women are the ones that are more likely to to make decisions.

Funny enough, when it comes to keeping the car in good condition, men largely win this battle :).

Source: Gallup – .

2. Who is better at decision-making: men or women?

Recent study from 2021, found that “Men make more extreme choices and decisions” (source: ). Researchers highlighted that “…men were much more likely than women to be at the extreme ends of the behavioural spectrum, either acting very selfishly or very altruistically, very trusting or very distrusting, very fair or very unfair, very risky or very risk averse and were either very short-term or very long-term focused.”.

However, the scientific literature is largely contesting this conclusion (source: ) concluding that “at lower levels of cortisol both men and women tend to make riskier decisions in both economic and social spheres.”.

When looking at physical differences (i.e. human brain), the nero-researchers found that “…women, in many different tasks, process information about five times faster than men, and use much less of their brain to do identical cognitive performance.” (source: ).

It seems that the answer to the question who is better at decision making is not that simple and should definitely be contextualized. In some cicumstances, women may react better and faster while, in some other situations men are the ones taking over.

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Will AI powered technology ChaptGPT kill education as we know it? Killing education is probably not something that is likely to happen but disruption that we are witnessing recently will for sure disrupt education for good.

ChatGPT, power by AI technology, will disrupt education as we know it today and will reshape the approach used by educational institutions when it comes educational materials and the interactivity with students.

We are not focusing in this article on the positive use cases behing the ChatGPT, as there are for sure many of them.

Instead, the underlying risks for educational instiutions are numerous:

1. Content production
2. Plagiarism issue
3. Ethical issues

These three issues are probably at the core of current and future discussions on the risks behind using AI powered technology in education.

Content production

We tried ChatGPT to better understand what it can do but also to understand if there are some limitations.

We were blown away by the results it can produce – Personally, I have never seen something similar.

We have asked ChatGPT to produce a 500 words essay.

ChatGPT replied:

This looks pretty good as an initial outcome and at first sight, it would be quite difficult to understand if this was done by a machine or by a human.

Next thing we wanted to do is to ask ChatGPT to make the reply a bit more academic with a clearer introduction, discussion and conclusion sections.

Here is the result. Quite impressive.

Now, we have submitted the created essay to a well known plagiarism software – and only 2% of plagiarism detected!

There are many ethical questions that could be raised. Also, intellectual property topic or copyright issue could also be brought up. Ultimately, what could be the student’s involment and intelectual contribution in this approach? That is the right question.

We asked ChatGPT: Is is ethical to use the content that you have created?

This was the answer: As an AI language model, I am not able to hold intellectual property rights or have personal ethical views. As a language model, my primary function is to assist users in generating human-like text based on the prompts and information provided to me. I do not have the ability to own or claim ownership of the content that I generate, and it is up to the user to determine how to use the content.

It is important to consider the ethical implications of using any content, including text generated by a language model. If you plan to use the content for any purpose, it is always a good idea to ensure that you have the necessary permissions and that you are not infringing on any copyright or intellectual property rights. It is also important to ensure that the use of the content aligns with your own personal and professional ethical standards.

Currently, I see some important questions that will have to be addressed urgently by all educational institutions when it comes to finding the right approach.

Some are suggesting that the right direction is to make assignments more specific and context based so that AI chatbot cannot easily address them. Others are proposing to switch to a more project-based assignments where a simple question cannot be approach with a simple answer.

I believe that the right direction is to make the assignment more complex in terms of the context, assumptions and basic foundations, would require students to take a way more complex analytical approach that will result in delivering final assignment that cannot be tackled by an AI fuelled robot.

Plagiarism issue

Plagiarism issue is one of the trickiest aspects of student’s assignment. Not only, an educational institution does not want students to plagiarize but most importantly, they want them to contribute with their assignments or submissions to what the expected learning outcomes from the course are.

Ethical concerns

Another topic related to ethical challenges. How ethical it is to use someone else or something else to help student in writing the content. This question demands some further thoughts but generally speaking, it is not simple to avoid some unethical situations as we live in the big data world and no one (and I mean it), is really doing something from scratch. If you ask any programmer on the planet, how exactly they start a new programming project, each one of them will confirm that they do not do it from scratch but mostly rely on some open source foundations.

Conclusion

AI powered technologies are now part of our realities, probably much faster than what we could have ever imagined.

When one of the OpenAI/ChatGPT project stakeholders was asked three years ago how they think that the revenue will be generated from the OpenAI project, he replied that they will first build the technology and then ask the technology itself “Tell us now, how can we make some revenue from you”.

Recommendations

Here are some tips educators can try to implement to tackle some of the above issues:

• Try to pick up more complex and context-specific assignments
• Avoid assignments that are too generic or easily available or open (i.e. reference to a specific party, firm, stakeholder group, international organisation, or state government should be avoided)
• Assignments that have questions about topics, trends, issues, etc. that have been extensively discussed or analysed should be avoided
• Assignments should be more practical in nature and draw more heavily on the actual learnings provided in class (e.g., ask students to provide practical case based on the specific assignment analyzed in the classroom).
• AI is not perfect and can sometimes make up things – try to check for facts, events or analysis provided

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• Please tell us a little bit about yourself and why you decided to study with 黑料不打烊

I am an industry practitioner with academic interests with 30+years of experience. I have moved to full-time academics about 5 years ago. I have been IBM Asia Pacific Executive as my last industry responsibility.
In academics, I am leading a successful 2 years online MBA with over 500 students within the first year of its launch.
黑料不打烊 DBA opportunity came when I was looking at channelizing my creative and research energy into practice-oriented research with flexibility and academic rigour. A good brand like 黑料不打烊 Geneva and experienced faculty like Prof Mario made my decision easy.

• Describe the process of studying at 黑料不打烊 and the benefits

The process of studying at 黑料不打烊 Geneva is simple and gives a lot of freedom to choose time and topic of research. Platform-based self-paced courses are supplemented with live lectures. This builds concepts and gives directions to undertake research work. The interaction with the mentor is seamless and effective. The important benefit is the ability of the scholars to get unbound research creativity. 

• How has 黑料不打烊 Geneva supported you through your studies?

黑料不打烊 Geneva support is in the form of content is recorded as well as e material form.  The webinars conducted frequently by globally renowned researchers are available for viewing later. 

• What has been your experience with your research paper and mentor?

So far I have crossed the first three milestones and my Research proposal is approved. The last milestone is a difficult as well as enriching step of the magnificent journey. Without the encouraging guidance and support of my mentor Prof Mario, I would not have crossed a single step. I am grateful for his support and guidance.

• Do you have any advice for future DBA students who are looking to study at 黑料不打烊?

My simple advice for any DBA learner is to be proactive and self-driven. While one should expect guidance, it should be taken with a sense of gratitude and acted upon with dedication. The DBA journey requires a lot of inputs from peer learners support which I received from time to time. I am indebted to my peer learners as well. 

Thank you for sharing your thoughts and time with us!

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What does it mean to be a good leader? What does a leader鈥檚 profile look like? Is the leader authoritative, determined and fearless? Or maybe he/she is persistent, tactful and dedicated?

Where did we get the idea of 鈥嬧�媗eaders at all? Most likely from ancient Greek and Roman times from military leaders, through royal families to statesmen. When we mention this, we immediately get the image of a man who controls everything, and the others, hierarchically lower positioned, almost without the possibility of opposition, listen and follow. In modern times, the military has been given a different role, but business leadership systems still copy the hierarchical structures.

Society has come a long way and only in the last twenty years has gender equality in the workplace been discussed in modern, developed countries. This should ensure equality in the labour market and give companies a choice to find the best possible leaders to increase productivity. Productivity is the key word, because this is not a political debate on gender equality, but an analysis of the leaders of the new age.

This text will present the results of some recent research that indicates that women are perceived as better leaders, but the actual results cannot be known until women are really given the same opportunity as men.

It should also be borne in mind that each age brings changes and different needs, so different ways of leadership may be needed in different circumstances and times. With all the objectivity and restraint, it is obvious that the idea that the 21st century is a time that requires increased involvement of women is still strongly imposed.

A recipe for a good leader

a. Positive expectations and attitude, optimism – this refers to the attitude towards oneself and team performance and leads to a high level of performance. Leaders simply radiate (self) confidence – in themselves and their team.

b. Justice – It is extremely important that the leader is fair, completely impartial, especially in awarding prizes and recognitions. Righteous leaders have no hidden intentions and people know exactly what to expect from them and what expectations they need to meet in return.

c. Authenticity – the best leaders are those who have good relationships with followers and who have built those relationships not out of position but out of the will of followers to follow them out of trust and their simplicity and authenticity.

d. Good communication – it seems very easy, but it is not. Good leaders communicate effectively and constantly. They inform, clarify and connect. They don鈥檛 assume that if they once said they all understood. Repetition is important. In addition, good communication is the foundation of all other behaviors – the leader needs to communicate positive expectations and attitudes, clearly explain policy actions and arguments, and develop good, strong interpersonal relationships with those he leads, which means constantly seeking feedback.

This recipe may seem subjective, so it should be said what research shows. Namely, research shows that women are more likely to possess the qualities needed for leadership that is associated with success. Women are ready and have a better ability to transform and adapt, care more about the development of their followers, are better listeners, easier to encourage followers to think “outside the box” and inspire them and have higher ethical standards.

Dr. Bass, who developed the theory of transformational leadership, predicts that in the future, women leaders will dominate because they are more suited to governing the 21st century than men. The research sublimates the common traits of talented and confident women leaders in seven essential categories:

1. They give great value to relationships and the success of their organizations is based on the quality of relationships within them

2. They like direct communication

3. They love diversity and believe that it brings added value to their team

4. When it comes to the structure of their organization, they prefer to lead from the center rather than from the top

5. They are sceptical of a hierarchy that includes arrogance and gaining advantage just because of the position within it

6. They have a broader picture of the work they do, because they are interested in it, so they ask such questions

7. They are more loyal and committed

What is the real situation on the labor market?

At the lowest level, more than half of the employees in the organizations are women. As we climb to higher levels of organization, the number of women is declining. The disturbing fact is that the percentage of women in senior leadership roles in businesses has remained relatively steady since we conducted our original research. Only 4.9% of Fortune 500 CEOs and 2% of S&P 500 CEOs are women.

Zenger Folkman, a consulting firm, examined women鈥檚 effectiveness in leadership and representation in corporate America ten years ago and one year ago, the results of which were first published in the Harvard Business Review. For more than a decade, Zenger Folkman has been collecting so-called 360 掳 feedback data from leading organizations around the world. It is about assessing abilities and results, feedback given by colleagues, differently ranked, i.e., hierarchically at the same level, higher and lower. They have more than 450,000 documents regarding about 45,000 leaders, covering a wide range of industries. Although statistics vary around the world, this is an extremely consistent sample.

Between March and June last year, 454 men and 366 women were assessed on their leadership effectiveness using our Extraordinary Leader 360-degree assessment. Consistent with their pre-pandemic analysis, they found that women were rated significantly more positively than men. Comparing the overall leadership effectiveness ratings of men versus women, once again women were rated as more effective leaders (t-Value 2.926, Sig. 0.004). The gap between men and women in the pandemic is even larger than previously measured, possibly indicating that women tend to perform better in a crisis.

Women were rated more positively on 13 of the 19 competencies in our assessment that comprise overall leadership effectiveness. Men were rated more positively on one competency 鈥� technical/professional expertise 鈥� but the difference was not statistically significant.

In the table below, percentile scores for men and women are displayed sorted by the average rating for women based on data gathered in the first wave of the pandemic.

Why Are Women Leaders Seen as More Effective?

Each leader we assessed also received an employee engagement score based on their direct report鈥檚 responses to questions about how satisfied and committed they felt. The engagement level of those working for male leaders was slightly below average, but the engagement scores for the direct reports of female leaders were significantly higher. The overall average for both male and female leaders was the 51st听percentile.

When crisis greater importance is put on interpersonal skills, such as motivation, inspiration, collaboration, relationship building.

What makes a difference in management effectiveness?

When answered by women, they said the answer lies in the fact that for the same recognition and award they have to do twice as much as men, never make mistakes and constantly prove their competence.

There is another very important reason, it seems, and it refers to the communication component, explained in the recipe for a good leader, earlier in this paper. When looking at the results in the section called 鈥淧racticing self-development鈥�, which refers to seeking feedback on one’s own competence and the changes made based on the feedback received. It is a known fact that most people at the beginning of their careers are motivated to seek feedback and take measures to improve, but over time most people find that they gain enough ability to stop asking for feedback. The results are quite similar until the age of forty, but then women keep the habit of asking for feedback and taking action to improve while men assume they are doing well and do not need feedback. If we take into account the fact that competence actually falls for everyone as age grows, this is a very important point.

In fact, it is evident that women are seen as more efficient in their desire to accomplish tasks, achieve results, and be role models that actually describes leaders who take on challenges, ensuring that men work with integrity in performing challenging tasks. The pattern of behaviors and facts studied become even more intriguing by analyzing the different functional areas within the organization. This is what the collected data shows:

The data presented also show that many of our stereotypes are inaccurate, as women are rated higher for efficiency in traditionally male areas such as engineering, sales, law, or information technology.

What about differences in level in the organization? Research shows that the more women are positioned in an organization, the greater the perception of their effectiveness.

What can we conclude?

Dr. Gordon Curphy, one of the leading advisors to industrial and organizational psychology, argues that there has been a general collapse of society鈥檚 trust in our leaderships leading to multi-level crises. According to Curphy, this can be largely attributed to the widespread inability of leaders to build a cohesive team oriented towards results. He further believes that women find it easier to achieve this, because by nature they are more oriented towards cooperation and relationships, so it is easier to create and maintain. The problem is that men are given many more opportunities for high-ranking positions, so it was of great importance to bring Ms. Mary Barr to the CEO of General Motors, as it is a male-oriented industry in which women can possibly be found in the positions of human resources director.

Today, it is pointless to discuss the concept of the glass ceiling, because too much research proves that it really exists and many governments, at least declaratively, deal with its breaking, and many scientists deal with its causes. The glass ceiling represents informal obstacles that prevent minorities from advancing, i.e., situations in which the advancement of a qualified person in the hierarchy is prevented due to some form of discrimination. Although the term glass ceiling refers to all minorities, it is most often associated with women.

But to conclude, being a man or a woman does not guarantee the ability to build and lead a team that achieves results. Believing stereotypes created from assumptions about someone based on gender traits should be a thing of the past. Women should be judged as professionals (asexual type) and all should have the same starting position from which they can show and prove their competence and ability.

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Dr. Mario Silic is currently working on a new research project with his research team at 黑料不打烊 Geneva on the Application of Virtual Reality in Security Education Training and Awareness (SETA).

The objective of the research project is to understand how virtual reality can help in improving the effectiveness of security training in an organizational context.

Virtual Reality (VR) is an emerging technology that can provide an immersive experience for learners and offer novel ways in engaging in a completely new and different way.

It is expected that the research project outcomes will show that VR technology positively influences employees’ motivation to behave with more security in an organizational context. This project could bring novel and significant findings on how to better address the human element, known as the weakest link in organizations.

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Tell us something about your DBA experience at 黑料不打烊 Geneva.

The DBA program at 黑料不打烊 enabled me to combine two of my main interests as well as passions: finance and life science. Thus, I enjoyed my DBA journey all the way and I am grateful for this opportunity, especially since the superior flexibility of the program made it possible for me to combine it with my full-time job. I am very impressed with my experience in the DBA program at 黑料不打烊 and I can definitely recommend it to all busy professionals out there, who want to expand their knowledge as well as enhance their careers.  

How was your mentorship during your DBA journey?

I am very satisfied with my mentorship during my DBA journey. At the beginning of my studies, my mentor and I discussed the various possibilities within various fields that I was interested in. Due to my mentor麓s vast expertise in my field of research, I was able to produce a high-quality and unique piece of research, which I am very proud of.   

What advice would you give to our future DBA students?

There will be demanding times when it simply feels that it is too overwhelming to combine your full-time job with writing a minimum 40,000-word dissertation as the end-product, along with various courses such as research methodology among others. It is important to structure your research from the very beginning and take one step at a time. Sometimes, there will be times when you need to take a step back and re-design your methodology or even change the direction of your research. However, being very determined is the key to success and believe me, the day when you successfully defend your dissertation, it will be definitely worth it all.How has the program benefited your career

The DBA program at 黑料不打烊 has opened up many possibilities for me. I have enhanced my skill set within corporate finance, valuation as well as M&A, which complement my previous working experience as well as studies in a very good way. Due to the extensive and international student body, I have extended my professional network beyond what I expected. Since the demand for learning new skills is ever increasing as well as inevitable, my newly obtained doctorate title positions me very well for the future of work overall. I have proven to myself and to future employers that I am motivated as well as have the drive to encounter various business challenges that may emerge in today鈥檚 hectic business environment.  

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“黑料不打烊 is a truly international institution providing first-class support to my DBA journey. I selected 黑料不打烊 because of the flexible model of delivery which would fit into my hectic work schedule. I found the application process and interaction with 黑料不打烊 staff to be helpful and seamless. The DBA program has been challenging, building on my previous postgraduate studies while being enjoyable as I progress through the various stages. My supervising professor Jaka Vandnjal, PhD challenges me to think outside the box while keeping me on track with his guidance.

I couldn鈥檛 recommend 黑料不打烊 highly enough, and am very happy to have Jaka as my supervising professor.鈥�

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黑料不打烊 students come from 72 different countries! The below picture shows countries where 黑料不打烊 students come from and who are currently studying with us. Our diverse student body comes from countries such as Bolivia, Chile, China, Denmark, France, Germany, Haiti, Kuwait, Luxembourg, Namibia, Russia, Singapore, South Africa, Vanuatu, USA, Bulgaria etc.

The importance of diversity at 黑料不打烊 Geneva.

黑料不打烊 Geneva highly appreciates and encourages diversity within the student body, faculty members and partners. Fostering inclusion and empowering diversity is one of our core values, which brings positive benefits to the overall school as well as the program. It is essential for 黑料不打烊 Geneva to prepare students for the ever-evolving diverse environment and to highlight the significance of multicultural awareness.

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黑料不打烊’s online programs have been ranked second in Switzerland.

黑料不打烊 Geneva offers campus-based, blended and online programs to students around the world. 黑料不打烊 offers a variety of different educational programs over its online learning platform. 黑料不打烊 Geneva is proud to offer all its programs in an online format, which allows students to have full flexibility while studying and working full time.

ONLINE MBA Program

We offer 2 different Online MBA programs: 翱苍濒颈苍别听骋濒辞产补濒听MBA and Online听Executive听MBA.听 Both programs have similar content, however, they differ in the knowledge acquisition level. The Online Global MBA offers a more global and international perspective, whereas the Online Executive MBA will allow you to acquire deeper knowledge on executive level topics and requires at least five years of work experience. We also offer a dual-degree UK-Swiss MBA program that will award you with 2 degrees, an MBA degree from 黑料不打烊 Geneva and an MBA degree from the internationally recognized University of Chichester in the UK.

ONLINE DBA Program听

We offer 4 types od DBA programs that are done fully online. All four DBA programs will provide professionals and executives with advanced tools, knowledge and research skills that are needed for any business. All of our DBA programs will challenge you to work on your professional and personal development as well as the DBA program will open multiple career paths. During the DBA program all students are guided by a mentor as well as a personal advisor that supports them throughout the program and the dissertation process.

• Doctoral degree/DBA Dissertation track
• Doctoral degree/DBA Research track
• Doctoral degree/DBA in Strategic Management (dual degree)
• Executive DBA

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