DQs: Gender and Leadership Diversity

These perceptions however may not be true. According to organizational behavior scholars, ‘women are evaluated negatively when they adopt a stereotypically male leadership style and occupy traditionally male-dominated positions’. The employees in the case assume that Sally being a woman should be ‘nurturing and … care about their workers’ suggesting preconceived notions of how women should behave. This notion of stereotyping can result in misinterpretation of information because not all people are the same, and many in the same social category may demonstrate inconsistencies with the stereotype.

Much similar to the lack of fit model, Eagly and Karau (2002) have developed the role congruity theory of prejudice. In short, the theory suggests that prejudice against women as leaders stems from the incongruity between how people perceive women and how they perceive a leader. Comparable to Heilman (2001), they claim that gender roles contain two kinds of norms: descriptive and injunctive. Descriptive are consensual stereotypes about group members, while injunctive are expectations about what group members ought/would ideally do. Very similar to what has been explained in previous sections, men are perceived as agentic while women are perceived as communal. However, leaders are also ascribed agentic characteristics, thereby supporting the

Global organizations create a need for diversity. It is in our schools, our classrooms and conference rooms, and our community. Diversity encompasses many aspect of our lives such as: race, gender, ethnic group, age, personality, education, and background. Inclusive leadership model brings us together by using our knowledge and our differences. Ospina, Hdidy, and Caicedo (2011) define inclusive leadership as an organizational culture that consistently produces results that benefit all of those stakeholders “Inclusive Leadership (IL) is about relationships that can accomplish things for mutual benefit” (Hollander, 2008, p.3). Inclusive leadership has a greater impact on cultural diversity. Leaders who possess inclusive leadership traits have a positive relationship with their followers. Inclusive leaders are more consumed with their relationships with followers than power. The purpose of a global leader in a diverse workplace is to engage all employees by put in use workforce diversity at all levels, building collaboration and commitment for a balanced work-life environment. Hollander (2008) states, “Reaching leadership at this next level means doing things with people, rather than to people, which is the essence of inclusion” (p. 4). Inclusive leadership influence the productivity of the organizations. It strengthens employees’ performances at all levels of the organization’s structure. This paper will analyze the effectiveness of inclusive leadership, the

Individual implicit leadership theories or prototypes of a typical leader have a significant impact on how Asian American women are viewed as leaders, and also have some implications for Asian American men. A prototypical leader is often a Caucasian male and leadership roles are prominently defined as masculine or agentic, therefore, Asian American woman and men may not be viewed as prototypical leaders. The purpose of this research is to examine how race and gender affect how Asian American women and men are viewed as potential leaders. The first hypothesis is that Asian Americans will be viewed as less prototypical leaders compared to Caucasian Americans. The second hypothesis is that Asian American women will be viewed as the least prototypical leader (compared to the other conditions). The third hypothesis is that leadership perceptions of Asian American women will be mediated by the activation of Intelligence, Dedication, and Sensitivity prototypes; whereas perceptions of Asian American men will be mediated by the activation of Intelligence and Dedication prototypes.

Northouse (2013) states, “…ethnocentrism is the tendency for individuals to place their own group (ethnic, racial, or cultural) at the center of their observation of others and the world” (p. 385). Obstacles to effective leadership occur when the beliefs, attitudes, and values of one group supersede another. Today diversity in our culture presents as differences of gender, ethnicity, background, sexual orientation, age, physical status, or other characteristics (Chemers & Murphy, 1995). The White man North American bias paradigms that have informed leadership theories are no longer effective for the health of today’s educational institutions and organizations (Chin, 2010, p.2). Changing societal norms have removed the glass ceilings for, “…not only women but for other historically low-power groups” (Klein & Wang, 2010, p. 2). Preconceived opinions cause harm to the leaners, human capital, and leadership of organizations. Development of leadership skills to meet the challenges of diversity is essential to the efficacy of an organization.

Leadership - The perception of excellence in business leadership needs to be re-examined. This requires challenging the norms that determine leadership eligibility. Are there drivers that perpetuate a leadership incumbency that excludes females? What is the basis for these drivers?

One identified contributor to women's slower than expected assent into leadership is the persistence of assumptions and stereotypes that women are intrinsically "communal" or "dependent" and "passive", and therefore, lack the capacity to succeed as leaders. (National Academy of Sciences National Academy of Engineering Institute of Medicine of the National Academies, 2006 as cited by Isaac, Kaatz & Carnes, 2012).

During the early history in America women were deprived of some of the many rights given to the male citizens. It has almost been a century since women were awarded the right to vote in the United States. It’s been half a century after the Equal Pay Act was established. “The Equal Pay act led to a reduction in the wage gap, but wage differences based on sex persist” (Korgen & Giraffe, 2015). Sadly, there is still a lot of prejudice towards women in the workplace. Bigotry towards women in the workplace has been dominant through the years. Many perceive women as being weak and not able to effectively provide their leadership duties in their workplaces due to their emotions (weaker sex). Positions in leadership are often given

In the past women and minorities have dealt with several obstacles that have prevented them from climbing the corporate ladder. According to Sanchez-Hucles and Davis (2010), women and minorities have experienced discrimination and biases that have been detrimental to them achieving and performing in leadership roles. Fortunately, the “glass ceiling” that has been suppressing so many women and minorities from suceeding in the workforce has finally been cracked. Now, according to The Department For Professional Employees (2014), “there are 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 in the workforce, they continue to face several obstacles as leaders.

Obvious quantifiable benefits can be gotten from appropriately represented arrangements to advance diversity (Jamrog, 2002). Differences in sex, race, and age on senior administration groups is associated with unrivalled business performance in labourer efficiency, networking profits. Advancing differing abilities pulls in capable specialists, decreases turnover, and unleashes inventiveness (Diversity Inc., 2002). Leaders confront various difficulties in endeavouring to keep up this equalization, for example, administration, single hard working attitude, work environment power, coaching, new work configurations, and work-life parity.

Being about to deal with diversity effectively means behaving in a way that creates trust and respect among people, and gains benefits from their differences (Manning & Curtis, 2008). In our text, Manning points out that in order for a workplace eliminate diversity they need to turn their minds and hearts into bridges that join together that make the structure stronger than individuals (Manning & Curtis, 2008). I think as we start to see new generations enter the workforce we will seeing more and more of the acceptance of the diversification than in the past. Currently though there are proverbial “Glass Ceilings” for several minorities. One of the main ones I believe is the women in leadership roles in the workplace. “Women make up the majority of college graduates in the United States and many other developed countries, accounting for more than 40 percent of the workforce worldwide” (Hayzlett, J., 2015, para 1.). I think there is progress, but it is slow moving. One of the things that I believe we will starting seeing as it relates to the number of women in the workforce and we will start to see them growing in leadership positions. Currently, only about 15% of the women in the Fortune 500 companies hold leadership positions (Haylett, J.,

Vinkenburg, van Engen, Eagly, and Johannesen-Schmidt (2011) found that gender differences in communication style norms can also impact advancement in careers. While the differences in group collaboration and leadership styles between men and women may be trivial, and perception of gender-based leadership style is not. Women were shown to use more effective, leadership techniques then men. However, men were perceived as being slightly better leaders and more inspirational in the work setting, despite the fact that woman’s leadership styles tended to be more rounded. The perpetuation of gender bias in promotion decisions perpetuates the stereotype that men hold

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.

In the paper such remedies are talked about such as, increase awareness of the psychological drivers of prejudice toward female leaders; changing the long-hour norms; reduce subjective performance evaluations. And so on… these solutions are all tailored towards advancing women in leadership positions.

The purpose of this article was to examine women’s and men’s leadership styles, the effectiveness of the different leadership styles, and the true determination of effectiveness as a woman leader (Appelbaum et al, 2003, p. 43). The article present research conducted for theories examined. Comparing this week’s work assignment to this article, I notice a linkage to a few items. The comparable list that is closely related to parts of theories in the reading assignment are gender stereotypes; different leadership style effectiveness; developmental opportunity, and experience. All of these different topics are related to the Leadership Labyrinth.