The Leadership Of The Organizational Leadership

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.

When discussing inequality between genders, it is difficult to overlook opportunities that are withheld from women do to preconceptions of their ability to handing work that is traditionally practiced by men. "Many women report that men tend to dominate in mixed-gender work groups" (Distelhorst 24). Utilizing assertive characteristics in combination with sound judgment is important for proper leadership. According to Distelhorst, the ability to express one 's opinion is limited in business settings by the level of authority employees hold (26). As such, the ability of women to thrive in an environment described by Distelhorst is questionable. On the contrary, men may be expected to possess more positive

Looking at the significant body of research on the topic of gendered leadership, the overwhelming opinion is that men and women are thought to behave differently in leadership positions. Analysis of the key traits of masculine and feminine leadership models shows that masculine models value “assertiveness, aggressiveness and a task-focused orientation” while feminine approaches value “empathy, cooperation, and collaboration with an intrapersonal orientation”. Men are thought to bring a “command and control” style to leadership and women a “mentor and coach.”

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

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.

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

Women have faced challenges to leadership since the beginning of time. Female leaders are credited as having similar characteristics to their male counterparts, but there is a distinct mention of work balance, emotion, and family. Automatically, women leaders are described as overly expressive and sensitive, and are assumed to have difficulty balancing their personal and professional life. It is these same characteristics that make these female leaders good at what they do. By bringing different views, opinions, and leadership styles, women are climbing the higher education leadership ladder and being noticed. However, despite the increase in the number of women administrators, the

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

Confidence, integrity, purpose, empowerment, determination, and courage. These are some of the many words associated with leadership. Regardless of gender, these words apply to all leaders. It is no longer a question of what women leaders are, but rather why there are not women leaders. Today’s society focuses on fulfilling leadership positions with males, not because females do not have the same skills and knowledge as men, but because people associate men with leaders. There are various daily obstacles that women face in the attempt towards leadership roles including prejudice beliefs, resistance due to stereotypes, leadership styles, family life demands and underinvestment in social capital. We have found that through depictions in the media, women are not seen as effective leaders in the same sense as men. These media findings and various research techniques provide evidence for the lack of female presence in leadership positions.

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.

Likewise, understanding how societies have historically viewed and treated women in leadership roles is informative but fails to address how change can be affected. Business approaches in women in leadership look at the economic factors of what women earn in such positions and how many are represented in upper management but do little to address how to change long-standing perceptions. These three approaches provide vital information yet independently cannot be actionable. When considered in concert, elements of each discipline can come together to provide an understanding of the cause of gender bias in leadership, how societies deal with such bias, and what can be done to change the situation to improve economic realities for women. It is clear that an interdisciplinary approach yields much more useful information than can an approach based on any single

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).