The Role Of Teachers Influence Students ' Learning

Sandberg’s book analyzes the many biases between women and men in positions of leadership in the workplace as well as her view on “feminism” in the corporate world. She claims “women hold themselves back unintentionally in their careers” by not taking part in career advancement opportunities that may arise in addition to hesitance and worry of repercussions which might occur for making requests or demands of their superiors. Sandberg believes that the reason for this is because women are living up to the stereotypes as “caregivers, sensitive and communal” while men are portrayed to be providers, driven and decisive”. The portrayals

These perceptions however may not be true. According to organizational behavior scholars, ‘women are evaluated negatively when they adopt a stereotypically male leadership style and occupy traditionally male-dominated positions’. The employees in the case assume that Sally being a woman should be ‘nurturing and … care about their workers’ suggesting preconceived notions of how women should behave. This notion of stereotyping can result in misinterpretation of information because not all people are the same, and many in the same social category may demonstrate inconsistencies with the stereotype.

In the United States, study after study continues to show that women have fewer opportunities to advance in the workplace than men. These disadvantages are a result of society’s views of women in leadership positions and how women may view themselves in these roles. Women have been making progress in terms of equality in pay and job positions, but significant gaps remain. Women who strive to be promoted into higher levels of responsibility in their companies often meet resistance that prevents them from achieving the goal of a senior or executive level of management. This barrier is referred to as the “glass ceiling” and it is a controversial issue in our country today. The glass ceiling called this because women are able to see the higher level positions, but can reach them because of an intangible barrier. One can look at the Fortune 500 companies, which are the most successful companies in the U.S. in terms of revenue to see how few women are in leadership positions. Clearly, women are significantly underrepresented in these companies, as less than 5 percent of these companies have female chief executive officers (CEO) today (Dockterman 105). Providing the opportunity for women to move into management positions, like CEOs, would bring a unique talent and a new perspective on how the company can operate to perform better (Buckalew 147). The “glass ceiling” is a real obstacle that creates an intangible barrier that puts women at a disadvantage in advancing in a company.

However, more attractive and more qualified women may not be hired for the sole fact that the employer doesn’t want to deal with sexual harassment cases due to the amount of men in the workplace. A female in a position of power in the workplace may be seen as a tyrannical, bossy leader. Although, a man in the same position is seen as an assertive, and driven to help the

During the early history in America women were deprived of some of the many rights given to the male citizens. It has almost been a century since women were awarded the right to vote in the United States. It’s been half a century after the Equal Pay Act was established. “The Equal Pay act led to a reduction in the wage gap, but wage differences based on sex persist” (Korgen & Giraffe, 2015). Sadly, there is still a lot of prejudice towards women in the workplace. Bigotry towards women in the workplace has been dominant through the years. Many perceive women as being weak and not able to effectively provide their leadership duties in their workplaces due to their emotions (weaker sex). Positions in leadership are often given

They said if the share of female bosses increased by only .24 percent, the gender gap would decrease by more than 40 percent. This is an interesting find as it shows that just a couple of changes could make a big move toward equality, yet we aren’t making those changes. The authors concluded the slow progression of women’s corporate jobs is due to the history of men dominating those

This myth has been perpetuated throughout history and in result; we have barriers such as the glass ceiling in existence. If we were to pull up a list of the Board of Directors for any given company, the probability of it being a predominately male group is high. This notion alone shows how companies have continued to dwell in olds days where men are considered more capable than women. The Glass ceiling effect has continued to place barriers against women endeavor in achieving success in their careers and participation in their work place. Women have not been able to realize their potential in their work places since they are not offered equal chances as compared to their men counterparts who enjoy great opportunities in organizations. The fact that an organization is ran by men, may cause an adverse effect on the performance of men. Obviously, a man thinks differently than a woman. It is likely that a decision made by men only is likely to ignore the interests of women in the organization. This creates a domino effect because it affects the woman’s performance in business since they only get limited chances to learn, and limited job assignments that will enhance their skills. Hence, low or limited skills and experience will lower their overall

More importantly, creating positive student-teacher relationships can prevent discipline issues from arising. By establishing a persistent tone of mutual respect, students will participate in class activities with confidence that they and their opinions are valued. Students also should be taught how to appreciate the unique contributions each student brings to the class, as well as how to effectively resolve issues that may arise. I believe that demonstrating genuine respect to students and showing interest in their concerns will allow the effective use of instructional time, positive relationships to prevail, and minimal discipline problems to avail.

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

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

One might be able to make a fleeting attempt at justifying the disparately of female representation in leadership roles if opportunities for each gender were equal or if the most qualified individuals got the jobs. When one examines the qualifications of women in the workforce however, this argument quickly loses its footing. Northouse (2013) points to the research fo Catalyst (2011) who demonstrated that, “Women earn 57% of the bachelor’s degrees, 60% of the master’s degrees, more than half of the doctorate degrees, and nearly half of the first professional degrees awarded in the United States” (as cited by Northouse, 2013, p.352). Clearly the qualifications of women are not the cause of why so few have reached the pinnacle roles in organizations. One must wonder then, what are the barriers that prevent women from achieving success.

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.

Several theories have been utilized to guide research exploring the glass ceiling metaphor. The social role theory explains the labor division between men and women and the difference in their leadership style (Sabharal, 2015). Men are regarded as more agentic- aggressive, dominant, and independent. Women behaviors are more communal- empathetic, nurturing and kind. This theory posits that individuals might question the capacity of women in leadership roles, because requirements of leadership contradict the social role of women (Sabharwal, 2015). Because men majorly occupy leadership roles, it is largely assumed that leadership demands male-like personas. Therefore, women are judged less favorably when seeking management positions. Moreover, managers are less likely to promote women because of their social responsibility as mothers, which ascribe the primary responsibility of family (Sabharwal, 2015). Role incongruity and the perpetuating masculine stereotype contribute to the challenges women face in leadership positions (Sabharwal, 2015).

There are fewer women hold high-status positions than men in multiple fields. Women made-up 55.5 % of the United States population, but hold only 19.6 % of seats on the U.S Congress, 4.6% of CEO positions (S&P 500 companies), and 13.2% of superintendent positions. Why is this? Many people believe that women are intellectually inferior, and/or lack the desire to reach the top. However, they are misguided. The disproportionate number of women in prominent positions is a result of traditions of gender socialization facilitating prejudice practices in the work environments.

"Some teachers may work with students to create the class environment; others may force a class environment upon students" (Zawondiak 124). Regardless of the approach the teacher might decide to take, she holds the power even before a student walks into class. The teacher is the one that chooses what materials are going to be used during the school year. She creates and plans lessons that are going to be used during class time. How children are going to be assessed and placed in levels that fit the children's capabilities. And finally, the teacher decides what set of goals she might have for the class, the different set of teaching techniques she would like to use and the set of expectations she might have for each students. The teacher is the one that decides what she wants to concentrate on, how to go about teaching it, and the outcomes she expects from the students.