An Effective Representation Of Females During Leadership Positions

There are many industries and working fields where women weren’t trusted to be leaders when compared to men. The healthcare field has been filled with women for a while yet most of the leadership positions are mostly occupied with men. Men are more likely to have leadership positions in both men and female dominated fields (Stamarski and Son Hing 2015). Women face this

A recent study by the Australian Government Department of Social Services (2008) looking at the challenges facing women in leadership roles highlighted the following areas as being significant;

At the risk of placing myself of sleeping on the couch for a week, I am present with the thought … if the idea of” breaking the glass ceiling” is ultimately for women to have the power to choose and compete fairly against its male counterparts… whom is more in control women or men? Therefore, can only come to the conclusions women are as much responsible for the lack in opportunities for women in leadership roles in the public and private sectors.

For instance, to support the first argument, research should be conducted on women leaders of specific cultures, Smith and Reed initially presented statistics related to female employment. For instance, in the United States approximately 50% of management positions are held by women (Smith & Reed, 2010). Despite the growth in the number of women leadership roles, gender biases continue to exist. For example, in Pakistan women rarely receive support to become leaders because of the belief that they should be at home (Smith & Reed, 2010). As in the previous scenario, these biases are often the result of cultural norms/beliefs, therefore, differences within leadership structures will exist within each subgroup. Smith and Reed (2010) conclude this argument by emphasizing that a greater understanding of women’s leadership influence within each subgroup would “unleash the potential of all citizens in promoting national economic health and prosperity” (p.

For a long time, American society has believed that women like men have skills and qualification to work. Despite this connotation, I postulate that there exist barriers to women in leadership positions prompting us to think otherwise. More than one-third of Americans believe that women are less interested in top leadership positions as compared with men, 42% contend that women are not confident enough to pursue top positions and more than 45% believe that there are few women with apt qualifications to hold top leadership positions in 500 Fortune Companies in the world (Rockefeller Foundation, 2011).The low rates of women representation in top management is a puzzle as recent studies have suggested that women’s participation in corporate leadership would result to positive social dynamic (Cristian, Ross, & Uribe, 2013). It is reasonable to contend that gender inequality is stubbornly rooted across the 500 Fortune Companies’ top leadership ranks in different parts of the

In the past women and minorities have dealt with several obstacles that has prevented them from becoming leaders in organizations. According to Sanchez-Hucles and Davis (2010), women and minorities have experienced discrimination and biases that has prevented them from achieving and performing in leadership roles. Fortunately, both women and minorities have come a long way since that time. The glass ceiling theory that has been preventing so many women from achieving leadership roles has been cracked. Now according to The Department For Professional Employees (2014), “there were almost 67 million working women in the U.S.”, and according to Burns, Barton, and Kerby (2012), “people of color made up 36 percent of the labor force”. Although they’ve made great strives towards improvement, they sadly still face obstacles as leaders.

As the author points out, the figures on women in leadership is staggering in disparity. The article takes time to focus on identifying and highlighting reasons what makes a successful leader. Having an opportunity to attend a leadership meeting, in which we discussed improving inclusion at my company, this article presented many of the same reasons that as a company we tried to understand, “Why do we not have more women in leadership?” This article really underscores that in order for a business to survive and grow or for that matter, any organization to flourish you need to find individuals that embody the above-mentioned leadership traits not just seniority.

The business case for gender diversity in senior and executive positions is compelling. Studies show that companies that have the best records for promoting women outstrip their competition on every measure of profitability. Yet women disproportionately are failing to attain high-level positions. Reviewing current data on women in the workplace, findings of studies on the relationship between gender diversity in senior management and company performance, and the literature on gender behavioral differences and the workplace, this article explores the possible reasons for the persistent wage and gender gap between women and men in senior leadership positions and discusses possible remedies (Meyerson, D.E. & Fletcher, 2000)

As we know, the number of female presidents in higher education is on the rise. What caused this increase? How do these women differ from their male counterparts? Are women adjusting their personality in the workplace to fit that of a male-dominated level or style of leadership? Is there equality between men and women for the same levels of leadership? What personality traits exist in women that make them great leaders? This new phenomenon has piqued my interest because my career is in higher education and it is my intent to work my way to an executive position within a college or university. At one point in time, women were not considered tough enough to handle a position of power. Today, women are

I would like to start off by saying I had not idea what to expect from this course. I read the course title Women In Leadership Roles, thinking what could this possibly be about. I went in thinking I knew what the title really meant, but quickly found out it was far from true. I have heard and grown to learn that we live in a world that says we are all created equal and woman have the same opportunities like men. Is that really true? Woman are said to make great leaders. According to Catalyst Inc, in the United States women make 4% of the US population of Leaders.

Contrary to this, if one fails to receive validation for leadership attempts diminishes, so does self-confidence and the motivation to seek out other opportunities or to experiment, and take on new leadership roles (Day et al., 2009) thus weakening one’s self-identity as a leader (DeRue & Ashford, 2010). Now if you are a woman and predisposed to being viewed as “the weaker sex”, one more emotional, passive, and lacking ambition, must you redouble your efforts in order to get past these biases? Can you actually pass through that glass ceiling to reach the potential that male counterparts seem effortlessly able to reach through the same or lesser effort? Women are thought to be communal—friendly, unselfish, care taking—and thus lacking in the qualities required for success in leadership roles (Heilman et al., 1989). These characteristics place women in a double blind and subject them to a double standard.

leadership. This paper aims to present a clear picture of women in leadership. It shows where

Gender and leadership? Leadership and gender? A journey through the landscape of theories start off by giving a statistical summary of percentages of women in higher echelon position in the workforce. With this information in the intro, the article quickly highlights the limited representation of women in exclusive positions in Fortune 500 companies. Next, the paper examines multiple theories why this problem exists in the workforce. The four theories examined are biology and sex; gender role; causal factors; and attitudinal drivers (Appelbaum et al, 2003, p. 44).

Preconceived notions and stereotypes about women hinder women’s acquisition of higher roles within the workplace. The book provides statistics that support this idea, citing, “a survey of 705 women at the vice president level and above in Fortune 1000 corporations found that 72% agreed or strongly agreed that stereotypes about women’s roles and abilities are a barrier to women’s advancement to the highest levels” (Barreto, Ryan, and Schmitt 22). This statistic provides credibility to the author’s claim, as the number of women who agree with this idea of gender stereotypes is substantially high. Women are often not considered to have the same “qualities” of leaders that men have. According to the authors, “sex provides the strongest basis of classifying people; it exceeds race, age, and occupation

37. The belief that males are better suited to be top administrators than females has impacted negatively on women’s career in senior leadership.