Leadership Style of Men and Women Essays

Based on the study, female managers in healthcare management who had been working longer than their male counterparts still had 52 percent lower odds of being promoted to senior management (LaPierre and Zimmerman, 2012). Barriers were researched and women were more likely to delay having children to align career and family goals. Hauser, (2014) identified taking off time for family as a reason for not being promoted to higher management positions as well. I can relate to this statement because I have decided to concentrate on my professional goals before I have children. Pressure to have children is not at the same level as men because women are considered the nurturers and are expected to take care of the family, which is why this is considered as a barrier for only women.

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.

The argument about leadership difference between men and women can be said as a long term debate. The perception of people vary from one another and there too exists the difference in the situations which makes the scenario different from one another. This article has tried to focus just on the leadership styles used by the different leaders. The environment, culture and so on plays a vital role on how a leader thinks. A leader

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

For several decades now, women have struggled with equality in the workplace. “Men are told to think like a woman and women are told to act like a man” (Valian, 1998). However, this advice often reinforces gender schemas and stereotypical qualities such as sympathy for women and assertiveness for men. While these pigeon-holes are often exaggerated, research shows that gender characteristics do indeed exist, and they play a very powerful role in the workplace.

While women make up 46.6% of the Fortune 500 workforce and 51.4% of middle management, according to Catalyst, in these companies they represent only 14.1% of executive officers, 7.5% of the highest paid and only 4% of CEO’s Despite the fact that women have a foot in the door with 4% of all CEO positions of the Fortune 500, the rest of their frame is stuck in the entry level, which is 46.6% of the Fortune 500 workforce. The difference is not in men and women; it is in masculine vs. feminine ways of thinking and acting. Both men and women incorporate masculine and feminine approaches (Forbes).

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.

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

Men leaders are often praised and rewarded when success comes their way, whereas women see success as coming with a cost (Luscombe, 2013). Data has shown that “success and likability are positively correlated for men and negatively correlated for women”, but this realization has led her to be a more powerful and thoughtful leader in her role (Luscombe, 2013). It explains why her female employees will negotiate hard for their clients, but not themselves, and why women are less eager to boast their accomplishments or go for higher leadership positions (Luscombe, 2013). Changing this way of thinking connects to what we have learned about leadership in class, specifically the fifth element of what leaders do best: encourage the heart (Management, 2017). If women feel appreciated, and like their ideas matter in the workplace, they are more likely to stay and succeed. Women are twice as likely to believe that their gender will make it harder to advance (Sandberg, 2015). Therefore, knowing this correlation between success and popularity as a manager completely changes the review on employees, especially women. Additionally, visions in companies fail when it becomes outdated (Management, 2017). It is becoming increasingly normal and essential for women to play a large role in the leadership of companies, and the gender bias is

Equal Employment Opportunity Commission (2011) found that 98 % of Fortune 500 CEOs are men, and 97 % of them are White. Women are not able to enter the career fields such as science, politics and business. “Although America has opened its doors to the 50% population women college graduates entering the working world, it has locked its gates on promotions above the first management tier, except for the few that were able to knock the gates down”(Lana 1). Lana reveals that it is difficult for women to earn higher positions even both genders have similar opportunities to get jobs nowadays. Women have gained their independence from a male dominated society and are rising to become less dependent on their husbands for financial support. Feminism movements not only have helped to raise the confidence and self-esteem of women but also helped them to get a better life from advocating gender equality. Thus, this shows that gender equality have been improved over the years but there are still gender Inequality due to the gender stereotype in our society.

Does gender really matter? Being a woman taking the role of an accountant, the male will always be the dominant one in the business room. The company I work for only had one woman manager and it’s a little disappointing so I wanted her point of view on it. She responds “yes and no”. Woman have a different perspective on issues she compared it to different races seeing things differently. I agreed with her when she said woman has a different way of brining their style to leadership then men do. What I really loved and respected what she said was “at the end of the day, I think good decisions are good

Women are often seen as having the less desirable characteristics of managerial jobs. They are seen as less self-confident, more emotional, helpful, sympathetic, less analytical and less consistent persons. While men are seen as more aggressive, decisive, dominant, active, competitive, logical, self-confident individuals. They possess more leadership abilities than women (Oakley, 2000). Also, the physical appearance and way of dressing can serve as a barrier to advancement. Women try to overcome these differences by accentuating and imitating male characteristics and lessen their feminine aspects (Oakley,2000). When women dress themselves in a more conservative way, “the male way”, they are perceived as inauthentic. If they dress in ways that

In this paper the history of women in the workforce will be outlined, as well as the challenges they face. The changing attitudes towards women taking over family businesses will be looked at briefly, how women lead in comparison to how men lead, and a comparison of their leadership style will also be discussed.

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).

Gender in Management: An International Journal Vol. 26 No. 3, 2011 pp. 220-233 q Emerald Group Publishing Limited 1754-2413 DOI 10.1108/17542411111130981