Leadership plays an indispensable role in any aspect of our lives, from everyday decision making to economy, politics and society in general. There are different styles of leadership, which correspondingly offer different benefits. Recently, people have been increasingly aware of one leading style that is argued to be superiorly advantageous: the feminine leadership style. More specifically, feminine leadership has been proved to be more efficient in avoiding crisis as well as handling the aftermath of a crisis. As a long-term result, it helps boost our societal performance as a whole.
To begin with, studies show that when women embrace feminine leadership, incorporating traits like empathy, team-builder and vision, they are higher favored,
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More often than not, they look for ways to grow and evolve, checking their ego at the door. Not only do they learn from professionals or upper-level people, but they are also willing to learn from their employees, teammates, etc. A leadership role is earned and must be constantly cultivated, and women know this requires continuous training and development. In the end, with a diverse knowledge, they know how to apply many perspectives into one problem, preventing it from being too focused on one thing and developing into a crisis. However, when a crisis has happened, they can always adapt to new situation exceptionally well by keep learning and seeking for …show more content…
Women engage in authentic verbal communication, eye contact and recognize employees by name. Authenticity is known as the key for engagement, professional presence and a well-respected leader. Once female leaders have acquired respect and confidence from their employees, they are able to calm people down and make them trust their authority’s decision. During crisis time, this is a crucial step to solve the problem. What is more, getting things back together after a crisis also requires leaders who are highly capable of communicating and connecting people.
Long considered as a soft skill, emotional intelligence is now essential for leadership effectiveness and empathy is at the top of the list. This competency and the ability to understand and ask what others are feeling positively relate to performance amongst employees. More significantly, authentic empathy builds trust and respect from employees. This has some similar benefits to communicating ability, yet it concentrates more on understanding others’ emotions and feelings in order to boost everyone’s working efficiency, thus crisis solving
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 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).
The gap between men and women produce three important concepts that reason the difference. First is the discussion of the better leader- men or women? It has been studied that women approach their followers with an interactive style with the encouragement of sharing power and information with others, participation, and self-worthiness to others. On the other hand, men have a consistency to be more task-oriented in their leadership styles and emerge in short-term conditions. The simple claim that women are just different than men, can be argued with the idea that men have effective traits for leadership. Women are less likely to negotiate and as a leader, this leads to lack of communication. And as discussed, leadership’s main ingredient is communication. Without it, nothing gets across to followers, and nothing is reciprocated to leaders. As a leadership position becomes larger and larger, (such as a CEO’s leadership position) there are fewer and fewer women holding these positions. The biggest question is why? Generally, females and males share the leadership values, work equally as hard to accomplish their goals, and react accordingly. Society plays a huge role in the gender gap. Some jobs aren’t even offered to women because of their gender and women
Powell, G., Butterfield, D., and Bartol, K. (2008). Leader evaluations: A new female advantage? Gender in Management: An International Journal, 23, 156-174.
402). Our gender differences and leadership styles can work in our favor and against us; I think it is contradicting, in the way we send mixed messages, while a lot of people, especially in the modernized Western world do accept a female to control the household and does it well, yet; at the workplace females are perceived as being too emotionally consumed to get a task completed. By nature, and nurture, each gender in most cases acts differently; this could be because of our biological hormones and way each gender is raised, apparently, it is not so nowadays. The problem is should we keep letting it slide by being bias or is there something that can be done to encourage and promote gender equality and respect for one another that goes beyond the responsibilities society requires of each
Wilson, Marie C. Closing the Leadership Gap Why Women Can and Must Help Run the World. New York: Viking Adult, 2004. Print
In many cultures, expectations are put upon men and women. From birth, boys are expected to be masculine and girls are expected to be feminine. These expectations follow us into adulthood. Although these expectations vary widely, in the United States, more masculine characteristics are valued (Michaelson & Aaland, 1976). Leadership and assertiveness, and other masculine characteristics are valued in work environments and other areas, while more feminine traits such as excessive expression of emotion can be less valuable. However, a combination of these characteristics, or androgyny, allows people to have important leadership skills, but also have empathy and consideration for others, and the ability to address different situations appropriately. Michaelson and Aaland defined androgyny as a combination of self-assertivity and relatedness, self-assertivity being the more masculine characteristic and relatedness being the more feminine trait. It is a combination of sensitive behaviors and controlled emotions. They described masculinity as agency, or having more emotional control and independence, and femininity as communion, or being sensitive to other people. Androgynous people showed characteristics of both.
Throughout this essay it will be discussed how female representations affects society, what has changed, if has changed during the years. Representations of women were a crucial subject of discussion especially in the concepts of the gaze that often refers to women as objects of the active gaze. The gaze establishes relationships of power, representing different codes such as dominance and subjugation, difference and otherness (Sturken and Cartwright 2009: 111).
The reading assignment for this unit included reading several articles and one book in particular, The Female Advantage, by Sally Helgesen as an introduction into varying leadership styles. Leadership, as a honed craft is practiced continually in different ways and varying circumstances, no two individuals will have the same leadership style. Certain distinctive traits brought into the forum and on display for followers to observe. Some traits can be visible, clothing or skin color as examples, others, however, are not as visible such as upbringing or family situation. Each of these factors could play a role in the leadership style of a leader. One trait that the author of the book uses to distinguish leaders is gender. As much as men and women must be treated the fairly and equally, it cannot be denied that outside of the biological aspect, men and women are slightly different. Each gender brings a unique approach to leadership situations.
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.
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.
This is not about being nasty or nice – it is entirely about being achievement oriented by focusing on performance and organizational goals. Being achievement oriented, leaders have to recognize that they have to be mindful of and accountable for the choices they make because they are setting the model of what’s appropriate and inappropriate. Words matter, they are as much a form of expression for leaders as they are to poets, singers, and writers. According to Posner and Kouzes(p. 59) to be a leader, you got to awaken to the fact that you don’t have to copy someone else or follow a script and you don’t have to wear someone else’s style. Currently, there are an increasing number of women who are in leadership roles in the workplaces. It is a generally accepted as true that woman are supposed to use feminine ways of doing leadership. However, this is not always true. In some cases, women also use masculine ways of leadership. In this paper, Miranda Priestly illustrates how a female leader breaks traditional gender stereotypes and uses masculine leadership style.
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,
Women leaders have the crucial soft skills of empathy, innovation, facilitation, and active listening (Masaoka, 2006). They also have first-hand life experiences that bring technical skills and experiences from the street level to the workplace (Masoka, 2006). Women often build stronger relationships with clients and outside contacts than their male counterparts. This relationship building skill, provides a key aspect which helps to move businesses forward (Giber et al., 2009). Fortune 500 companies with a high percentage of women significantly outperformed those with fewer women. Companies with the highest representation of women showed higher returns on equity than those with fewer women employees (Giber et al., 2009). Thus, future organizations may have a higher percentage of female leaders than we have experienced in the past. Future leaders must ensure that there is equality among the workforce and that women are accurately represented among the
Many people associate leadership with a specific job title or form of power within an organization. However, through personal experience, I have concluded that leadership can come in many forms and position as well as from multiple sources of roles and job titles both with and without power. Based on the definition of leadership, anyone can be considered a leader as long as they have the ability to influence people to achieve a particular result or goal which benefits the organization or group as a whole. Individuals with a secure sense of self and understanding, acceptance of diversity within an organization tend to be the strongest leaders that not only make others want to follow, but they also encourage other leaders to gravitate to their