The Breakdown Of The Traditional Family Division Of Labour, Instant Communication

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

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

What drove me to Madden’s writing was the new perspective she had on females and their leadership styles relating to the way they speak up in group environments. The article claimed “one stereotypic dimension women have is that the individual cannot be both competent and friendly” (Madden). The more competent female would be the more comfortable and confident with her argument, therefore willing to speak up in a discussion environment, whereas the friendlier female would be more likely to keep to herself or amongst her friends and peers that

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

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 conclusion, the three empirical articles compared provided much research, data, and informative topics that furthers discussion of the research that is available. Each article obtained limitations. Article one limitations was based on the average age of the respondents being 50 years and mostly Caucasian. Many of the jurisdictions had only three respondents and may not be good representation of the opinions of the direct reports given. Transformational leadership might not be the result of less hierarchal organizations. (Grand Canyon University Doctoral Studies Comparison Matrix Chart). Limitations in the contrast of the important test of transformational and transactional leadership on organizational performance were performed in organizations tat had either exclusively male and female managers while limiting the study based on only banking and food organizations. The third article limits its research by the availability of instruments

The studies observed that women tend to adopt a more transformational and participative initiative style while men were seen to embrace more dictatorial and disciplined styles (Eagly & Johnson, 1990). The research studies likewise found that the style chosen by most women for the most part ends up being helpful for authoritative adequacy, for the most part coordinating the arrangement of reward, inspiration, expectation, and eagerness among others (Mohr & Wolfram, 2008). These differences in gender leadership styles may influence the way the coach approaches his or her coaching method to be more effective. For example, women in leadership are described as having a softer verbal tone than men who often have a more authoritative tone (Mohr & Wolfram, 2008) which can be offensive if a coach uses an authoritative tone unnecessarily or constantly with a woman

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.

Women have long been known to be more relationship-oriented, emotional, and tenderhearted and have embraced these characteristics to break down the decades of stereotypes that had previously hindered them from attaining positions of power. Some individuals believe these characteristics are perceived as flaws in leadership; however, today they can have a positive effect on relationships between female leaders and the population they serve. This will serve as my hypothesis for this paper. For example, one female president of a higher education institution believes showing emotion allows students to feel more connected to her (Vaughan, 1989, p. 24). They have proven

The feminism leadership theory provides some insights on the challenges I face as a woman leader in wanting to be transformational. Women have been and still are expected to manifest certain qualities in their thinking and action. These are culturally engraved qualities, assumed to be the identifying traits of femininity, and include friendliness, kindness, and unselfishness. These expectations are sharply different from the agentic qualities expected of “masculinity” and men, such as assertiveness and instrumental competence (Eagly et al., 2003). Stereotypical beliefs remain strong so that, when working as leaders or managers, women (and men) are expected to behave as culture defines them on the basis of their gender alone. Thus it is anticipated

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

In a Forbes article written by Glen Llopis, The Most Undervalued Leadership Traits of Women, Llopis, highlights his theories and opinions on each undervalued trait. Llopis provides specific details that make women effective leaders. The author predicates his assessment on women and leadership from his personal and professional experiences. Within the article, Llopis identifies six leadership traits that women naturally possess, which are undervalued:

The purpose of this article was to examine women’s and men’s leadership styles, the effectiveness of the different leadership styles, and the true determination of effectiveness as a woman leader (Appelbaum et al, 2003, p. 43). The article present research conducted for theories examined. Comparing this week’s work assignment to this article, I notice a linkage to a few items. The comparable list that is closely related to parts of theories in the reading assignment are gender stereotypes; different leadership style effectiveness; developmental opportunity, and experience. All of these different topics are related to the Leadership Labyrinth.

There are many characteristics that define an effective and responsible leader, and it is clear that gender is not one of them. In their book, Bolman and Deal go in dept defining four frames of leadership, and each has certain characteristics that define a leader. The four frames include structural, human resource, political, and symbolic. The authors define the frames metaphorically from a machine to family to jungle to a

In research paper and articles “Relationship Between Leaders Personality Types and Source of Power and leadership Styles Among Managers” and “ Men, Women & Leadership”, several leadership styles and viewpoints are suggested as being most beneficial when determining the most successful leadership route in today 's competitive business. Research paper “Relationship Between Leaders Personality Types and Source of Power and leadership Styles Among Managers” two leadership styles are analyzed, which are transformational leadership and transactional leadership. The authors define transformational leadership as a leadership style that transform people and organizations values, goals, standards, needs and ethics which are influenced on both a micro and macro level through communication encouragement and innovation of their followers through high visibility. They define transactional leadership as being a more conventional style which motivated their followers with exchange of