The Leadership Of The Organizational Leadership

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

In order to better understand the ideals of leadership, I met with two respected and admired school leaders: the Assistant Principal/Dean of Curriculum, and the Athletic Director. I chose these two school leaders because I wanted to gain an understanding of leadership from two diverse perspectives. I am thankful for the opportunity to hear from two different types of leaders, who ultimately share a lot of the same visions for my school and for leadership in general.

Andersen, JA & Hansson, PH 2011,"At the end of the road? On differences between women and men in leadership behaviour", Leadership & Organization Development Journal, vol. 32 no. 5 pp. 428 – 441

Recommendations for managers who demand to be leaders are to appearance compassion. To be a leader a person needs to see the world as an opportunity to change. They need to accept the employees ' dilemmas. Respect the assessment of the advisers and accomplish decisions that will be acceptable not only for them but the

leaders. However, more people prefer male than female bosses. That has made it more difficult

The group submission for this week is a summary of five topics from Resilient Leaders that relate to Organizational Management and Leadership. The narrative concludes with three scriptures that group four feels sum up the responsibilities of a leader.

The initial article presented three hypothesizes. The first hypothesis stated women would be extra transformational and less transactional in their style of leadership and extra emotionally intelligent. The next suggestion asserted that sex and emotional intelligence would predict transformational leadership while the final theory declared that scholars from feminine gender-amiable specialties would be further emotionally intelligent and transformational than learners from male gender-affable studies.

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

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).

I agree with Manning’s statement that women are hypercritical of themselves and men are often more confident of their abilities than they ought to be. Traditionally, women are more cautious and aware of their actions as they heavily impact their ability to advance within an organization. According to Sebastian Bailey (2014), women are several underrepresented in senior leadership, holding less than 5% of Chief Executive Officer positions in Fortune 500 companies in 2012. Bailey (2014) also suggests that society typically associates successful and efficient leadership with the characteristics of masculine traits and a female leader would violate those gender norms.

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

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

I want to learn more skills and knowledge in menu designing, nutrition balance, dietary requirements and finance controlling within the restaurant industry area, so that in the future I can use these knowledge to open up my own restaurant using five years’ time.

Despite the fact that Northouse (2016) offers many reasons why gender should not matter in leadership, it does still matter. Eagly & Johnson and van Engen & Willemsen (as cited by Northouse, 2016) state that “one robust gender difference found across settings is that women led in more democratic, or participative manner than men” (p. 402). Female leaders have also been shown to use more adaptive and transformational leadership styles, but Ayman, Korabik, and Morris (as cited by Northouse, 2016) point out that male subordinates still devalue these female leaders despite the fact that their leadership style predicts effectiveness (p. 402). Eagly, Karau, and Makhijani (as cited by Northouse, 2016) conducted a study that showed women to be just

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).