AMET International Journal of Management 8 ISSN: 2231-6779 / Jan - June 2013 A STUDY ON MANAGEMENT EFFICACY OF MEN AND WOMEN MANAGERS IN PRIVATE SECTOR BANKS-WITH SPECIAL REFERENCE TO CHENNAI Ms.Srividya Prathiba .C.S Dr.Lalitha Balakrishnan Abstract This article aims to review and discuss existing global leadership competencies possessed by men and women managers and the way in which they lead their team. It further aims to provide suggestions as to what these managers can effectively learn from their counterparts. This paper provides information based on the analysis of the data collected from managers of private sector banks. It also studies the competencies that differentiate men and women managers enabling a clear comprehensive framework of global competencies. Keywords: Competences, Multi-tasking Introduction Men and women are generally said to differ in their physical and cognitive abilities, social skills and leadership styles. Women are said to be physically weaker and emotionally stronger than men. Women tend to focus on setting high standards of performance and the attainment of results. Women are far more apt to organize and work in a structured way in multi-tasking situations. India is seeing an increasing number of women occupying management positions in the banking sector. Today, banks are looking out for well educated, skilled and adaptable managers, who can multi-task with several assignments at one time. They want people who are analytical and rational, people who can be tough but also gentle, focused but still sociable. Women have attained remarkable success in what was once considered the “male domain”, basically because they were able to cope with these necessary contradictions. The number of women in the banking sector has increased over the years with a corresponding increase in the number of highly educated women equipped with leadership abilities and technical know-how. Thus this study aims at identifying the competencies possessed by men and women managers in private sector banks. Literature Review Theorists debate whether women and men in management differ in their values, attitudes and behaviour. Numerous researchers and reviewers of the literature have concluded that substantively significant gender differences among managers do not exist - Dobbins & Platz 1986 [1] Kent 1994 [2] Eagly & Johnson [3] and Gibson [4] have concluded that women and men in management differ in leadership style. Evidence suggests that women may be more likely than men to have a democratic, people-oriented leadership style as well as more satisfied subordinates. Qualitative research on female entrepreneurs has suggested that when women create organizations, they build a supportive, people- oriented organizational culture (Chaganti 1986 [5] Helgesen 1990 [6] Powell & Butterfield [7] and Schein, Mueller & Jacobson 1989 [8] in their research study have