Reflection On Gender And 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

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

Through the Labyrinth is at its best when presenting anecdotes from real organizations and telling stories of women who have successfully navigated the labyrinth to become successful in leadership roles. The book also does a good job in presenting data from Eagley and her colleagues’ years of research in the form of charts, graphs, and statistics. The overall organization of the book is seamless; by posing each chapter as a question, the reader is able to reflect on his/her own experiences to understand women and leadership. Furthermore, by dissecting each topic into sub-categories allows concepts to be fully explored and not rushed or

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

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.

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

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

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;

This journal seeks to discuss recent identifications and explanations of gender differences in leadership, behaviour & effectiveness in organizations. The models are reviewed based on their contribution and arguments, contextual issues of international and national as well, stereotype and perception of superior and subordinate roles are reviewed and discussed. Rational differences are reviewed and resolved in the context of gender in the perceptions of leadership effectiveness.

For your initial post to this discussion, read the articles dealing with gender and leadership diversity and respond to the following questions. In what ways do these institutional barriers intersect with leader behavior and identity? Is it enough for women leaders to develop effective behavior and styles to become more effective leaders?

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

With Hillary Clinton running for president, there has been much debate recently about if a woman can adequately rule the nation due to her gender. Although this is a popular point of discussion surrounding Hillary Clinton, it is an opinion that has shaped the leadership of practically every establishment in not only the United States, but also the world. With more women entering the workforce in the last several decades, there is starting to be an appropriate representation of females in leadership positions (Monroe, 2015). However, it is important to take a closer look at which roles they are holding and also their effectiveness in leadership positions compared to their male counterparts. Many studies show that not only are women being almost excluded from high ranking leadership positions, but also that there is no gender-based reason why they should be based on effectiveness.

Northouse (2016) offers three areas that hold women back in leadership: human capital, gender differences, and prejudice and discrimination (p. 399). Lisa obviously does not lack in human capital as she has an advanced degree from a prestigious school, has work experience, and no home-work conflict was mentioned. The one exception in human capital is that of developmental opportunities as a male peer was promoted to partner despite Lisa’s better performance with the firm. In gender differences, Lisa has a style that works, as

Male leaders more frequently operate in mediums bound by hierarchy, status, rules and orders. In contrast, women normally function with connectivity and closeness as paramount. For women, status and hierarchy are not key and women are not predisposed to giving orders, but rather express preferences and suggestions which are likely accepted.

The interviewer will present strong and challenging communication; with an in-depth exploration of participants’ interview responses, which may contribute to the creation of new applied theories (Malterud, et al. 2016). The selection strategy for participants shall involve emailing 50 community college leaders using data gathered from the Texas Association of Community Colleges (TACC, 2017); where detailed contact information for each of the Texas community college leaders are online, accessible and available. Data collection for this research will begin after the completion of the Northcentral University IRB approval process. Subsequently, after an initial email, contact through a phone or skype interview may be a secondary means of