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introduction on women leadership
introduction on women leadership
introduction on women leadership
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When we think about how it used to be 100 years ago, the only people in leadership roles where men, and there was no presence of women. Why is it that we tend to see more men in leadership positions? Usually when we think of what a leader looks like, we tend to describe them as powerful, assertive and confidence. Because of stereotypes our society immediately labels this person as a man, due to the roles that we are expected to follow. Today, there has been a huge shift for women in leadership positions; however, there are many challenges that they still have to overcome. A process whereby an individual influences a group of individuals to achieve a common goal (Northouse, 2007) defines a leader. Moreover, leaders come in different forms whether in a professional, educational, or group setting. As a male college student and an advocate for equal rights between men and women, my understanding of the struggles that women face has a huge impact on my philosophy of leadership. The three most important concepts in this course that has resonated with me the most are double bind, and think manager-think male and glass ceiling.
To begin with, double bind is the concept where you are damned if you do not and damned if you do. In other words, this concept states that women in leadership face a double standard when in positions of power. Eagly and Carli (2007), describes this as a dilemma, where women are prescribed a role that is more communal, and most leadership roles are especially agentic. By communal they mean that the woman is expected to be nurturing, warm, avoids being too assertive and dominant, compared to agentic leaders where they are expected to be the opposite, such as direct, assertive, influential to others, competent and c...
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...s of barriers, but there continues to be subtle ways in which women still face some prejudice and discrimination.
Furthermore, I encourage everyone including men to have an open mind, where everyone is seen equal to each other. Women should not have to be treated differently or get paid less than the man. I believe that all men should see how valuable and important women are, especially in the work force. As I have noticed, there are many men that do not care, and that is evident for student that signed up for this course. Women should not force themselves to perform beyond what they are already capable of, dress a certain way or even talk assertive; they should be respected just as every other person next to her, even men. To sum it all up, a leaders is someone who inspires, motivates, and encourages a group, community or country regardless of their gender or sex.
In relation to leadership and women, historically women who wanted to seek leadership roles were often seen projecting the traditional masculine model of leadership. This model means to be rational, unemotional and analytic. It also, means in order to succeed traditionally women needed to look and act like a man to be taken seriously in leadership positions. Women in the past often dressed up in suits and ties and anything feminine was seen as an internal “weakness”. To be a leader in power meant to exude confidence in masculinity and shy away from anything remotely girly. As opposed, to the feminine model which casts power as focused on connection and harmony instead of power over something, someone. This power can be skilled through collective gain or physical attractiveness (Kruse 22).
In the book, Sally Helgesen cites the “Feminine Principles” brought forth by Anita Roddick, who is the founder of The Body Shop as basic principles that could help to distinguish, or rather help to further define men and women leaders. The principles include, caring, making intuitive decisions, not getting hung up on hierarchy, having a sense of work being part of your life, putting labor where your love is, being responsible to the world and knowing that the bottom line should not be the only driving factor. These are the principles that encompass the “feminine principles” within the context of the text. While these principles are broad, they are not exclusive to women, however, women in general exhibit these qualities in more pounced ways than men.
...tional obstacles to those faced by male counterparts. One common predicament, identified by the former Equal Opportunities Commission, is the requirement for women leaders to spend extra time and energy not just leading, but ‘proving’ that they can lead. Women leaders are penalized whether they confirm, or contradict a specific stereotype. A female leader can expect to be viewed as less competent when her behaviour is consistent with stereotypical ‘feminine’ behaviour, and as ‘un-feminine’, when her behaviour is inconsistent with stereotypes Ritvo et al (1995).
Powell, G., Butterfield, D., and Bartol, K. (2008). Leader evaluations: A new female advantage? Gender in Management: An International Journal, 23, 156-174.
For most of history, the political, cultural and social power of leadership has been bestowed upon the male gender. In Early Modern Europe, this view was cemented in society through literature, artwork, pulpits and in so much of everyday life that made it exceedingly difficult for women to gain and practice power during these times, even in the state of rulership. Those who did however, were ultimately subjected to obstacles unknown by their male
In the American society, we constantly hear people make sure they say that a chief executive officer, a racecar driver, or an astronaut is female when they are so because that is not deemed as stereotypically standard. Sheryl Sandberg is the, dare I say it, female chief operating officer of Facebook while Mark Zuckerberg is the chief executive officer. Notice that the word “female” sounds much more natural in front of an executive position, but you would typically not add male in front of an executive position because it is just implied. The fact that most of America and the world makes this distinction shows that there are too few women leaders. In Sheryl Sandberg’s book “Lean In,” she explains why that is and what can be done to change that by discussing women, work, and the will to lead.
In Sheryl Sandberg’s essay “Lean In: What You Do If You Weren’t Afraid?”, she talks about how women are afraid to strive for leadership that men pursue for. She mentions how women are afraid to be leaders even though they outperform men academically in their degrees. Women are discouraged to enroll in leadership in the workforce because “they are less valued in the workplace” and “overwhelmingly stocked with men”(Sandberg 646). More importantly, Sandberg points out that the reason women don’t seek for high positioned jobs is that they aren’t “ambitious” as much as men. Not being ambitious allows women to not show themselves that they don’t have a strong desire to obtain the highest leadership. Women aren’t as ambitious than men because they
Powell and Graves’s study shows that “the gender gap in leadership is a global phenomenon whereby women are disproportionately concentrated in lower-level and lower-authority leader ship positions compared to men” (as cited in Northouse, 2016, p. 399). I couldn’t have agreed more with the statement; I have come across all of people from different aspects of lives. I have noticed that females’ interactions and how they are perceived and or accepted are quite different from males, whether at the workplace, school, in social gathering like religious services, around families and friends, etc. This includes the communication, uncertainty that arises in a professional environment that must do with our
Wilson, Marie C. Closing the Leadership Gap Why Women Can and Must Help Run the World. New York: Viking Adult, 2004. Print
To begin, the modernized feminist movement has altered the way gender roles are viewed in society. Women are pushing for complete control in nearly every aspect of life. Many feminists believe women could do just as well, if not better, than men have been doing in leadership positions. Many women fail to realize that ingrained in men is a desire to protect and lead. By taking over men’s roles, they leave men not knowing exactly what should be done.
Interest in the impact of gender on leadership is relatively new. The first studies were conducted in the US in the early 1970s when male managers at nine insurance companies were asked to characterise ‘women in general’, ‘men in general’ and ‘successful managers’. Successful managers were overwhelmingly identified exclusively with male traits. Many similar studies have been carried out since that time and all have demonstrated that the successful managerial stereotype remains male.
Women, on the other hand, are difficult to classify as a good leaders because in order to be a leader, we often need to sacrifice our femininity. This belief...
Firstly, men are given more leadership authorities over women. The leader can be defined as a person who is appointed or elected by a group
As an individual who is aware of my own strengths and limitations I feel as if I able to help my team/follower into recognizing their own as well. In order to motivate and inspire them I’ve learned to use effective communication that is both realistic and positive. I also believe that my gender, which is female plays a major part in my approach to leadership. I realized that people trust in me more than my male coworkers because I’m more understanding and sympathetic to my team 's life issues both on and off the job. Because of my interpersonal relations with them, my team feel comfortable and confident, trusting in my abilities as a sound leader that knows how and when to deal with confrontation and when I do I’m going to be fair and more effective than other managers of a different genders within our department. However, as a manager/leader, there comes a time when I have to make difficult decisions, my personality, gender and upbringing has prepared me to do so in such a way that I’m able to hold my team accountable while maintaining balance of authority, power and sensitivity within the organization. In times such as these I feel that I use some aspects of the transactional leadership
Researches that support no gender differences in leadership skills, says female and male leaders lack internal validity as they are often over-reliant on narrative reviews or case studies (Bartol & Martin, 1986; Bass, 1981, 1990). Kanter (1977) argues that men nor women are different in the way they lead, instead adapts his/her leadership style to their situation and conforms to what is expected of them in the role given, ignoring their gender’s influence on their leadership style. However, researchers agree that gender differences in leadership styles do exist and that men often use a more task-oriented approach, while women, on average, rely on leadership style heavily based on quality of interpersonal relationships (Eagly & Johnson, 1990; Gray, 1992; Eagly, 1987; Eagly & Karau, 2002). Female leaders have also been described as taking a more “take care” leadership approach compared to the males’ “take charge” approach (Martell & DeSmet, 2001; Yukl, 1994; Hater & Bass, 1998). Researchers have also found that women tend to emerge as more transformational leaders while men are likely to use a transitional leadership approach (Bass & Avolio, 1994; Rosener,