How Women Entrepreneurs Lead and Why They Manage That Way

When it comes to the topic of women and leadership, there are many stereotypes one is likely to hear. One of the most common stereotypes about female leaders is that men are better leaders than women. Although we are able to see more males holding a leadership position that does not mean that they are “better” at it than women. Studies have shown that companies with women leaders often perform better (CITATION). Another stereotype associated with women and leadership is that women are too emotional to be in charge. Some also believe that women are weak and are not

Gender relations - Do stereotypical mind-sets around gender relations lead to gender inequality in this workplace? Do work structures disadvantage women? Is there an alignment of managerial attributes with gender stereotypes, such that male attributes of competitive spirit and technical competence are given

I would like to start by mentioning that there may be decision making abilities and cultural differences that are affected by gender. Women are usually expected to be nurturing and less aggressive than men. Under attribution theory (ORGB), female managers may be less likely to attribute their success to their own abilities. It is not hard to guess that management may end up not having an entirely accurate assessment of a woman’s skills due to her modesty in that area.

Nadler and Stockdale mention how women face the most challenges in receiving higher positions in the workforce (282+). Nadler and Stockdale claim that women are viewed as competent, but individuals who are both competent and likeable are most likely to be promoted (287+). Nadler and Stockdale declare, “Women endeavoring to succeed in a masculine work role, such as upper management, currently face obstacles based on their perceived gender role” (283+). Women who succeed in earning a managerial position will have to eventually pay the cost of receiving that position (Nadler and Stockdale 282+). Many women will postpone relationships or having children to succeed in the workforce (Nadler and Stockdale 282+). Nadler and Stockdale add that women

Northouse (2016a) describes the development of female leadership. It was once a question if women could lead; yes, they can, but a gender gap exists. Differences between men and women that affect their job attainment. Although men and women may have equal access to entry and lower level positions, men hold more prestigious upper level jobs. Why does this occur? Generally, women have invested less than men in human capital: job history, training, and school. Women invest more time than men in taking care of family. As a result, men obtain jobs that require more responsibilities (Northouse, 2016a).

Meg Whitman of Hewlett Packard, Indra Nooyi of Pepsi, Marissa Mayer of Yahoo, Mary Barra of General Motors, and countless other women are setting the precedent as female CEO’s in today’s society. Women and men are now more than ever beginning to be thought of as equals. This may be true in some aspects, but in leadership roles, there is a big gap. Even though women are a minority in the high ranking positions of businesses, they need to become a commonality because it is financially beneficial across the board to their company.

Women have come along away since the 1940’s working in factories to obtaining top corporate positions. However, leadership opportunities are limited for women. Women have already proven they could do the same work as men. In recent years, more women have risen to take leadership positions in Fortune 500 companies. For example, Mary T. Barra became the Chief Executive Officer of General Motors, one of the largest Automobile Manufacturer in North America. Women have progressed in society becoming dominant part of American workforce.

In this essay, I will argue the way in which practices of leadership contribute to managing innovation, change and rationality in the post-bureaucratic era. More specifically, I will delve into the issue of women in leadership roles and how their prevalence has evolved throughout the post-bureaucratic era. In order to understand exactly how the practices of leadership have contributed to managing innovation, change and rationality, we must first understand what leadership is. According to Clegg, Kornberger and Pitsis (2012), leadership is defined as the process of directing, controlling, motivating and inspiring employees to common organisational goals. This definition however, underemphasises the complexity of leadership and the ways in which

In corporate America women have also became essential. In the recent years there are more women in the workforce than ever. According to the catalyst in the United States “Women's Growing Labor Force Participation Peaked in 1999 at 60.0%. Women share of the total labor force is 46.8%. 56.7% of all women 16 years and over are in the labor force, compared to 69.1% of all men.” (The

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.

More and more women are rising to the leadership challenge, even in some of the most male-dominated industries. The increase in the number of women attending college, the increasing number of women in the workplace or starting their own business has demonstrated to men who own businesses that women can be both managers and mothers, thus showing their male counterpart that women can in fact "do it all".

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).

There is a lack of mentorship for women to assist with marketing their skills and talents to support them with climbing the organizational ladder. “Women who are qualified to lead simply don’t have the powerful backing necessary to inspire, propel and protect them through the perilous straits of upper management. Women lack, in a word, sponsorship” (WIA 2011). A study sponsored by American Express, Deloitte, Intel, and Morgan Stanley demonstrated that there is either

In this chapter literature on women entrepreneurs and social incubators is discussed. It also explains the conceptual framework and conceptual map of the study..

The most successful women entrepreneurs are those who "dream big"-they see themselves succeeding financially, managing large staffs and running businesses that have