Male And Female Leaders Challenges Within The Global World And Workplace Today Essay

Women who do not adhere to the typical feminine role are usually seen as aggressive, assertive, or sometimes even considered a “bitch”. Women leaders come off too hard or too soft but never just right. A woman’s influence in a masculine’s setting could be resisted and ignored because of the double bind dilemma. If women leaders show that they are supportive, warm, and considerate as leaders, they are often not respected. Society expects one thing from women, but then demands another.

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).

In prior studies, leadership roles have been based off one’s sex instead of gender. According to Park, male gender qualities characterized as; aggressive, independent, objective, logical, rational,analytical, decisive, confident, assertive, ambitious, opportunistic and impersonal are distinguished from female gender qualities described as; emotional, sensitive, expressive, cooperative, intuitive, warm, tactful, receptive to ideas, talkative, gentle, empathetic, and submissive (p. 12). These characteristics brings up the notion of how women pursue being leaders because they are opposite of men who dominates the leadership

One reason women are not directly associated with leadership roles is the inconsistency between the qualities that are associated with women; friendly, kind, unselfish, caring and the qualities that are believed necessary for a successful leader;

Gender-role stereotypes are the features we assign to women and men in our society, features not assigned due to biological sex, but due to the social roles which men and women hold (Helgeson, 2017). Stereotypes have descriptive and prescriptive components. The descriptive component identifies the features of the stereotype (Hiester, class material, 2017). The descriptive aspect of stereotypes is limiting, as individuals judge feminine women as less competent for leadership positions and masculine men as less capable of nurturing children. Therefore, I will encourage my female friends to take on the leader-type role in their jobs and future careers since I believe that is it important for women to have a higher position in their own occupation.

In Koehane’s book Thinking About Leadership she asked a very interesting question. Does Gender Make a Difference when it comes to leadership? And why is there still such a disparity between men and women in positions of leadership? So does gender make a difference? The answer is off course no. So what then explains the disparity between the sexes? Leadership styles might be the culprit in this case. In Koehane’s book she asked her fellow classmates at their forty-fifth class reunion a simple question: “Do women lead differently from men?” And every single participant replied yes (Koehane 4). The theory is the women in a leadership position will lead in a more feminine way. That they are more compassionate and prefer the use of group work as

For a long time, American society has believed that women like men have skills and qualification to work. Despite this connotation, I postulate that there exist barriers to women in leadership positions prompting us to think otherwise. More than one-third of Americans believe that women are less interested in top leadership positions as compared with men, 42% contend that women are not confident enough to pursue top positions and more than 45% believe that there are few women with apt qualifications to hold top leadership positions in 500 Fortune Companies in the world (Rockefeller Foundation, 2011).The low rates of women representation in top management is a puzzle as recent studies have suggested that women’s participation in corporate leadership would result to positive social dynamic (Cristian, Ross, & Uribe, 2013). It is reasonable to contend that gender inequality is stubbornly rooted across the 500 Fortune Companies’ top leadership ranks in different parts of 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.

According to the dictionary, leadership is defined as, “a person who guides or directs a group. An act or instance of leading; guidance; direction.” We are faced with leadership roles in every dynamic of life. In school, every click has a “leader,” every team has a captain, at work there is always a manager, always an editor when writing books. There is always a chance for someone to stand up and take a leading role. However, do both genders possess the same chances? Throughout this paper we will look at gender differences in leadership roles in the classroom, an emphasis of leadership in sports, and how leadership roles translate into the office among chosen career paths.

While strength in leadership is associated with masculinity, women labeled weak and unable to lead. Women

For long, the idea of leadership has been associated with men, as evidenced by the idea of “masculinity”, a core idea of the 20th century leadership theories (Lord, DeVader & Alliger, 1986). While it is now commonly accepted in the western world that being a woman is not incompatible with being a leader - even though their num-ber remains limited (Joy, 2008), the question of the role of gender remains. Are there different leadership traits according to the genre? Is there a “feminine” and a “mascu-line” way to lead? In this paper, we try to determine to what extent gender has an im-pact on leadership styles. First, we will look at empirical evidences of the role of gen-der in leadership. We will then

Contrary to this, if one fails to receive validation for leadership attempts diminishes, so does self-confidence and the motivation to seek out other opportunities or to experiment, and take on new leadership roles (Day et al., 2009) thus weakening one’s self-identity as a leader (DeRue & Ashford, 2010). Now if you are a woman and predisposed to being viewed as “the weaker sex”, one more emotional, passive, and lacking ambition, must you redouble your efforts in order to get past these biases? Can you actually pass through that glass ceiling to reach the potential that male counterparts seem effortlessly able to reach through the same or lesser effort? Women are thought to be communal—friendly, unselfish, care taking—and thus lacking in the qualities required for success in leadership roles (Heilman et al., 1989). These characteristics place women in a double blind and subject them to a double standard.

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).