Leadership Expectations And The Negative Impact Of Gender Bias For Women Essay

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).

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

In a lot of areas, males are the ones who are supposed to earn money for their families and do the tougher jobs. They “fit the cultural stereotype of leadership better than women, [and] have better access to leadership roles and face fewer challenges in becoming successful in them” (Women in the workplace seen as less qualified and capable leaders than men). This shows how the gender norms for men causes them to be more successful than women in general. In Europe, “this masculine leadership stereotype is weaker now than it was in earlier years” (Women in the workplace seen as less qualified and capable leaders than men). Only just recently, women have finally been able to do harder and more rewarding jobs. This is because the country they were born in had been following a stereotypical pattern in regards to their specific

The first idea that interest me is the concept of vestige of prejudice because organizations do not promote women into leadership roles. The vestige of prejudice describes that men have advantage of higher wages and promotions. The author’s main point is that society has not change the perception of women in society. It is not fair that women earn less than men because all people regardless of their social status, must have the same opportunities in terms of work. Based on a research study “women earned about 44% less than men, average over the entire period from 1983 to 2000” (Eagly and Carli, n.d). In addition, promotions are slower for women than men with equal qualifications. The vestige of prejudice is relevant to women and leadership,

When it comes to female leader, same scenario does not exist. Female leaders, who, with few exceptions, are either single or have partners with full-time jobs (William, J. 2000). In 2011, a study showed that In Ireland, Men working hours averaged 39.4 hours a week with only 30.6 for women, and married men worked longer hours than married women. Also, more than half a million women in 2011 were looking after home/family compared with only 9,600 men (Gender Equality In Ireland). Gender stereotypes are hard to break, and like it or not, we are all prone to engaging in stereotyping at one time or another. This is demonstrated in the work of Mahzarian Banaji here at Harvard (Gender Inequality and Woman in the Workplace). In Addition, A review of the Australian Defence Forces (ADF) was conducted alongside by Australia’s Sex Discrimination Commissioner to recognized the main barriers that prevented the growth of women representation in leadership that was due to a lack of critical figure of women due to retention and attraction difficulties, high degree of occupational discrimination with a rigid career structures; a culture with occasional poor leadership and unacceptable behaviors, and cultural perception and difficulties combining work and family (AHRC 2012).

In a recent, thorough review of the literature on gender, Eagly and Sczesny (2009) posit that women in leadership positions are usually when stereotypes of women, men and managers of disadvantaged people are different. Such stereotypes are influenced by historical and cultural trends. Cultural stereotypes about women, men and leaders have shifted slightly in a feminine direction, but such shifts are not observed consistently in all studies. Sczesny out Eagly and male roles, the goods, despite some shifts of men in female-dominated employment changed far less than the role of women. The persistent gender

It is said that “integrating leadership into one’s core identity is particularly challenging for women,” since “behaviours considered more common in men suggest that women are simply not cut out to be leaders.” All of this makes it more difficult for women as people tend to gravitate to individuals exhibiting these behaviours, causing men to support other men, and making climbing the corporate ladder a more difficult task for women.

Many citizens believe “a woman’s value and power lie in her youth, beauty, and sexuality, not in their capacity as a leader” (“Statistics from Miss Representation”). Many cases showcasing this ridiculous statement have been brought to light. In one instance, a large woman was rejected a job as a bus driver because she was thought as being incapable of being up to par (Rhode). The company dubbed the woman as being “unfit” and unable to evacuate a bus if needed (Rhode). However, the woman was not tested in any way and was simply tossed aside. In addition to being misinterpreted, women are also harshly judged by employers and male co-workers alike. The simple fact is, “employers think [women] are not as talented as men” (“Women Lack the Right Stuff”). It seems that the majority of men in the workforce believe women are not aggressive enough to be leaders within their respected fields (“Women Lack the Right Stuff”). This causes employers to lean heavily toward men while searching for employees to fill positions. However, one absolute truth about this world is that everyone is different. To categorize all women as having the exact same qualities is completely absurd and sexist. To say that all men are capable of being leaders and women are not is an incorrect judgment of human qualities. Unfortunately, those strongly connected to the workforce have developed this mindset. This in turn causes mistreatment of our women.

This research paper will take a symbolic interactionist perspective to contrast the different leadership prejudices of men and women in the workplace. The age-old debate of inequality for women in executive position will now be examined through online periodicals that show gender stereotypes in the workforce, different strategies men and women use to break the glass ceiling of the workplace, a focus on the interactions and reactions of a male Chief Executive Officer (CEO) versus a female CEO, leadership prejudices among women and women, and various studies regarding leadership of men and women. Because of stereotyping, very little focus is on men within the workplace. However, research shows that male workers face stereotyping as well as

In “Gender and Double Standards for Competence,” Martha Foschi analyzes gender inequality: her research shows that men and women are unequal in gaining leadership positions. If a man becomes an authoritative figure, he is seen as influential. However, if a woman earns some kind of authority, she will be overbearing and bossy. It can be very difficult for women to achieve higher positions and if she does, her co-workers might think she had been intimate with an employer. In the subject of skill, if a man is better at his job than a woman, it is only natural. However, if the woman is better at her job than a man, the man is just slacking off or not doing his job at all (Foschi 181).

would not be able to continue to populate and grow. So why are women not given the credit that

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).

Women have long fought for the right to be viewed as equal within the work place. Over the past decades the percentage of women in management has risen from a mere 13.8% in 1950 to 50.6% in 2007 (Latu, 2000). However, gender stereotype bias and discrimination are still present in the modern workforce. Gender stereotypes are beliefs of how men and women should be and act. When evaluators don’t have clear criteria, ambiguity causes gender stereotypes to fill the voids. Leading to differences in the way men and women are evaluated. This happens, in most cases, on an unconscious level, though it does still occur consciously. It has been shown by psychologists that we routinely categorize individuals within milliseconds of meeting them, we classify them by their gender. In doing this we assume they will possess certain gender role traits, either feminine or masculine. Men are expected to have strong leadership traits, while women are known to have nurturing, submissive qualities. The cause of gender discrimination is based on cultural beliefs and organizational policies. Women are most vulnerable to gender discrimination and sexual harassment when they are in a male dominated environment, they may also be perceived as a threat.

Even though women have been exceedingly surpassing males in scholastic academics, researchers persistently dispute the differences in leadership abilities and capabilities. The majority of investigators believe the important differences in genders leadership are derived from the differences in power, status, and additional influences related to the gender over the educational level. Mindful that gender discrimination has extensively occurred which resulted in men being linked to leadership traits; this has implied men have greater