GENDER LEADERSHIP

Gender leadership in an organizational culture

Table on content

INTRODUCTION4

PROBLEM STATEMENT4

LITERATURE REVIEW4

Problem importance and managerial implications6

The landscape of theoretical approach7

Biology and sex8

Gender role9

Environmental factors10

Women's attitude11

Self-confidence12

Experience12

The corporate environment13

The old boys' network15

Attitudinal drivers16

CONCLUSIONS AND RECOMMENDATIONS20

REFERENCES24

Abstract

The purpose of this article is to examine the following three questions: Are women's leadership styles truly different from men's?

Are these styles less likely to be effective? Is determination of women as leaders based on facts or perception that has become a reality? Findings revealed: First question: Yes, the leadership style of women is, at this point, unlike men, but men can learn and adopt "women" style and use so effectively. In other words, effective leadership is not the exclusive domain of either sex and both can learn from others. Question two: The women's styles are not very likely to be less effective, in fact, they are more effective in the context of teamwork, and consensus-driven organizational structures are more prevalent in today's world. Question Three: The assessment by the leadership style of a woman is less effective than a man is not based on facts, but rather driven, by socialization, the perception persists that without doubt. The inescapable truth is that within the top ranks of corporate North America (and elsewhere); women remain conspicuous by their absence.

Gender leadership in an organizational culture

Introduction

Studies have shown that leadership has an impact on the culture of an organization. The management style and beliefs of the leader influence the culture of the organization (Schein, 1984, 1990). Various authors have studied the differences between men and women leaders but not much work has been done on the impact of the traits of a leader on the culture of an organization. This experimental study looked at culture as a function of gender traits and transformational leadership. We examined the kind of culture that leaders with high feminine and transformational traits create. The transformational leaders have been perceived to be feminine. Therefore, it makes an interesting case to study the effect of femininity and transformational leadership together on culture (Adler, 1993).

Problem statement

Studies and researches have shown that gender leadership has an impact on the culture of an organization.

Literature review

The statistics are, at best, a curiosity. Women represent 51 percent of the population and 46.5 percent of the workforce, but their representation in the highest levels of companies is insignificant in comparison. In 2000, women accounted for 12.5 percent of the Fortune 500 company officials and representing 11.7 percent of the executive director of membership. Tokenism and political correctness aside, the presence of women in positions of powerful online is even lower: only 7.3 percent of Fortune 500 corporate line officers are women and only 5.1 percent the highest official positions in the ranking of the companies are held by women and, last but not least, only 4.1 percent of earners are women (Catalyst, 2001). As illustrated in Table I, the historical trends are positive but not so overwhelming.

While it is possible that women, having reached the highest corporate ranks, quickly proceeded to elect both the ...