Female Leadership Styles For Female Leaders

When analyzing leadership characteristics and styles, there are considerable differences in gender characteristics that are identified. Men are considered to have “masculine” traits, such as being

Within the last 100 years, the role of women within the United States has changed dramatically. Although the role of women has changed over the years, there are still many obstacles that women must overcome to gain top positions within their career. Women today face unique challenges within the social, career, educational, and political field. From taking this course Women in Leadership, I have gained knowledge on the barriers that are preventing women from advancing, see how factors such as gender could influence women’s leadership styles and find out what strategies that promote social justice for women. I believe there are three important concepts from this class that would help guide my own judgments and decisions moving forward. The

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).

In conclusion, the three empirical articles compared provided much research, data, and informative topics that furthers discussion of the research that is available. Each article obtained limitations. Article one limitations was based on the average age of the respondents being 50 years and mostly Caucasian. Many of the jurisdictions had only three respondents and may not be good representation of the opinions of the direct reports given. Transformational leadership might not be the result of less hierarchal organizations. (Grand Canyon University Doctoral Studies Comparison Matrix Chart). Limitations in the contrast of the important test of transformational and transactional leadership on organizational performance were performed in organizations tat had either exclusively male and female managers while limiting the study based on only banking and food organizations. The third article limits its research by the availability of instruments

The studies observed that women tend to adopt a more transformational and participative initiative style while men were seen to embrace more dictatorial and disciplined styles (Eagly & Johnson, 1990). The research studies likewise found that the style chosen by most women for the most part ends up being helpful for authoritative adequacy, for the most part coordinating the arrangement of reward, inspiration, expectation, and eagerness among others (Mohr & Wolfram, 2008). These differences in gender leadership styles may influence the way the coach approaches his or her coaching method to be more effective. For example, women in leadership are described as having a softer verbal tone than men who often have a more authoritative tone (Mohr & Wolfram, 2008) which can be offensive if a coach uses an authoritative tone unnecessarily or constantly with a woman

the though of a woman being their superior is a dreadful thought. Researchers have long suspected that women employ a different leadership styles than men. And even though women make up only a small fraction of CEOs at the largest corporations in the United States and beyond, their leadership style might actually be more effective than men’s, according to at least

Thesis statement: Leadership depends on the leader’s leadership style and there way of communicating ideas rather than the leader themselves. Both women and men believe in similar leadership styles however women prefer a more participative leadership approach.

However Ms Tsang’s leadership style does not appear to have driven constructive and active participation from her team. Nor has she communicated a vision of a company that they can buy into. By combining transactional and transformational styles of leadership, she may be able to develop subordinates to their highest potential (Bass and Avolio, 1990). While I would argue that her personal style is limiting the company’s growth, I did wonder if gender is impacting her ability to bring about transformational change. However, the work done by Bass, Avolio and Atwater argues that women have as good a chance as men to lead in a transformational way.

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.

Men and women take on different roles in regards to leadership. Men tend to be thought of as leaders more often than women are, and when women are leaders, they are responded to harshly, not given the same consideration that a male leader is given. When men are leaders, they take on a more autocratic role- they do not want their followers to participate in decision-making; women, however assume to take on a more democratic role- they encourage input from the whole group. Perhaps the difference in leadership styles can be attributed to the fact that women leaders are looked down upon, so to not look as "harsh," they take a more tentative approach to leadership.

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.

Women do have different leadership styles from men. As Bodyshop founder Anita Roddick says: ‘I run my company according to feminine principles – principles of caring, making intuitive decisions, not getting hung up on hierarchy, having a sense of work as being part of your life, not separate from it; putting your labour where your love is, being responsible to the world in how you use your profits; recognising the bottom line should stay at the bottom’.

This assignment will briefly summarize two academic articles about women in leadership. The first article described “women leaders and spirituality,” while the second one reflected the importance of “women’s self-efficacy on the success of leadership”. The main theme of both articles characterizes the key components that shape a successful woman leader.

Men tend to be quicker at making decisions, compared to women. Male managers are also more adept at forming what management psychologist Ken Siegel calls "navigational relationships," or temporary teams set up to achieve short term goals.

6 Beverly Alimo, Senior Lecturer in Organizations Psychology at the Nuffiled Institute for Health has researched leadership qualities in men and women. Her work shows that women are more likely than men to share power and try to enhance other people’s self-confidence. What’s more, this EQ-driven style of leadership is so much better suited to modern organizations. “We know women are more likely to exhibit a real understanding of human behavior and think through the consequences and effects on others before they act”, she says.