Smith And Reed Leadership

When interviewing a leader in an organization in order to discover their leadership style one must ask critical questions. I had the opportunity to interview Casey Aguirre who is a Team Manager at the Salem Call Center for T-Mobile. Casey has been with T-Mobile for over 11 years. In this interview we discussed her leadership style, the steps she took to become a leader, her biggest challenges, and her greatest achievements among other things. While interviewing Casey I kept in mind the connection between women in leadership and the cultural disadvantages and advantages that women in leadership

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

They are five types of approaches to select within qualitative research: case study, ethnography, phenomenology, grounded theory, and narrative research. Each research method is distinct in its approach towards inquiry within the qualitative paradigm in terms of appearance, conditions, focus, and theories (Creswell, 1998). There are also similarities in these approaches such as characteristics and assumptions concerning the context of the study. This research evaluates each approach and determines that the phenomenology method is best suited for the study of women in leadership and the challenges they face climbing the

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).

A question that a lot of people, especially women, seem to wonder is why are women being held back from leadership positions in the workplace. According to PEW Research Center ‘the problem is that women still have to do more

Chin, J. L. (2011). Women and Leadership; Transforming Visions and Current Contexts. Forum On Public Policy Online, 2. Retrieved from http://www.forumonpublicpolicy.com

Each generation of women has different experiences and traits that make them unique and valuable. Women that build an intergeneration network create a support group that can help provide a brighter path of leadership growth. “There is plenty of evidence to show that women do indeed support one another. When women work with a higher percentage of women they experience lower levels of gender discrimination and harassment” (Cooper, 2016). Although there are women that are against other women, deep down most want to work with other women because they find peace having same gender support. “When women have female supervisors, they report receiving more family and organizational support than when they have male supervisors. And a preponderance of studies show that when more women are in management positions, the gender pay gap is smaller” (Cooper, 2016). Intergenerational leadership is the idea to lead and work with people from every generation and work with the differences that make them unique. Today people all over the world are talking about the

Thesis statement: Leadership depends on the leader’s leadership style and there way of communicating ideas rather than the leader themselves. Both women and men believe in similar leadership styles however women prefer a more participative leadership approach.

The article “Gender Structure and the Effects of Management Citizenship Behavior” found similar results to Catalyst’s double standard of women leaders. However, this article also touched on the thought there are some industries and circumstances that women would be preferred for leadership (Brody, 2014). Particularly industries pertaining women where there are likely to more female employees working toward a goal that either benefit or would be used by women. An example of one such industry is fashion magazines. These publications are considered to be mainly for women, however some men read them as well.

Cultures vary with their ideals, patriotism, policy making, and transformations to keep up with the times. Numerous countries have documented gender inequality and under representation of women in leadership positions such as women currently hold 4.8

For my research question I will be asking: “How is America making progress on gender equity?” Fundamentally, I believe that women are still misrepresented, and are still facing many challenges in the workplace, especially in the business world. The gender stereotypes play a considerable role in the way the society sees women as leaders. However, it will be judicious to consider the small but noticeable changes that have been made over the past years concerning gender equality in the American workplace.

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.

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".

Exercising leadership can be challenging even in a uni-cultural context. Leadership needs vary from situation to situation, and organizational culture to organizational culture. This becomes even more sharply manifest in multicultural arenas. The 2012 article "Sex stereotyping managerial positions" from Gender in Management discusses a common leadership challenge--the difficulty of female managers to exert their authority differs in an American versus an Egyptian context. By understanding this phenomenon in a global leadership context, how to better bridge divides of gender perceptions can be clarified. This is essential given that economic cooperation between multinationals will become more and more necessary in the future, with the growing interconnectedness of the new global economy.

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).