...WOMEN IN LEADERSHIP More Women In Power Will Help All Women, Everywhere Written By: Basma Hassan Seminar in Social Sciences, Professor Shanon Ehmke-Reedy Women In Leadership I definitely believe that the more women we have in power and in leadership roles can undoubtedly help all women everywhere. Many problems facing women in our society stem from the fact that for centuries the people who have run our governments, our armed forces, our companies, our world, have been men. Many who are unaware of, or insensitive to women’s needs. I personally think that with more women in powerful leadership roles, there will be less gender bias, no glass ceilings, more childcare, more women’s bathrooms in offices and where else needed. Of course there are many terrible female bosses. There are also female leaders of patriarchal countries who could not improve conditions for women and some who didn’t even try. The world has seen formidable women leaders before but they did not focus on women’s equality or reforming the legal system. One woman, one boss, one president, one prime minister can only do so much to right systemic sexism. However, a plurality of women in public life can and will change our world. In many ways, that is the essence of Sheryl Sandburg’s Lean In premise. In many ways, today’s fight for equal rights for women is a numbers game. A single woman can do only so much alone. But the plurality of women can make sure their voices are heard and changes...
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...Leadership: Women Make Better Leaders than Men Jay Wilson April 7, 2013 Leadership: Women Make Better Leaders than Men Abstract Men still run the world, but many recent studies indicate that the world might be in better shape if women were more often in charge. Women’s approach to leadership may be more effective than men’s. Several literatures prove that women behave differently as leaders because of the demands society places on them and their internalization of those demands. Because people tend to be less willing to tolerate a tough, authoritarian, and unfeminine style in women, they tend to take a more democratic and collaborative approach. Although women continue to face immense challenges in getting to the top, there is empirical evidence that suggest considerable progress being made toward gender parity in both the private and public domain. Toward this end, his paper agues that though men continue to hold a supper majority of leadership positions, women being both transformational and transactional leaders, make better leaders than men. Keywords: women leadership; gender; transformational; transactional INTRODUCTION For a long time now, men have held every major leadership role in the world than women. Does society ever pause for a moment to wonder what the world would look like if women were in position of leadership? Although this concept may seem far fetched, indeed the world and time is changing considerably...
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...contribute to other students in the subject of Women in Management later. Throughout the writing of the thesis, I would like to thank several people that have been essential for conducting to my work. First and foremost, I would like to thank my beloved supervisor, Associate Professor Dr. Khairudin Damhoeri for being supportive and for his valuable advices. Secondly, I would like to send a special gratitude to my respondent Puan Nor Rubaiha Mohamed Nor, CEO of Yayasan UEM, UEM Group Berhad. Last but not least, a special thanks goes to my husband, family and friends for putting a smile on my face every single day. ABSTRACT The topic of the thesis is Women in Leadership and Management. This essay concerns the subject of thesis work is to make research of women leadership attributes and management styles. In order to get clearer details about that, I have made some investigations or researches on women leadership starting from definition of it, followed by the data collection in order to strengthen the research topic. Data shows that women continue to increase their share of managerial positions but unfortunately the rate of progress is slow and uneven. Therefore, I decided to examine the barriers experienced by a woman leader and how a woman managerial approach, such as transformational leadership style, can be effective for organization to reach their goals. It is so obvious that leadership is normally dominated by men. While women have some advantages and disadvantages, also...
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...Women in Leadership The next part of our assessment and recommendation fall in the area of women in leadership. It has been noted in several research surveys that women have been moving into professional, managerial and executive positions but very few have reached the senior ranks of leadership. We recognize women are grossly underrepresented in upper management in the Whole Foods organization. There was a research done by Catalyst, a nonprofit research organization that reported, “Companies with significant numbers of women in leadership roles outperform those with fewer female leaders” (Hirsch, 2012). We don’t want Whole Foods to continue to possibly miss out on opportunities to enhance or improve its financial results by not having adequate representation of women in senior leadership roles. Therefore, we recommend that Whole Foods focus on promoting women out of economic interest for the organization. By focusing on women the organization has full access to the best talent and external focus on the market. “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” (Northouse, 2012 p. 352). It is also known through research that women purchase 85% of all products and services, both business and consumer. http://www.womenince.org/research/. Heading down this new path Whole Foods can play a pivotal role in helping women break through the glass...
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...Yi-Ting Chung Response Paper Draft Due: May 28 Women were regarded as a minority group in early society, and although discrimination toward women is illegal now, there still are some difficulties that women face in the workplace. This article, written by Carol P. Harvey and Deborah L. Larsen, is titled “ Women In Leadership Positions: Why Aren’t They There Yet?”. The thesis of this article is that women in leadership positions struggle under the stereotype of gender expectations. To illustrate, the authors develop some differences between males and females, and discuss stereotypes of gender; at the end they explore possible reasons why women have difficulties in the workforce. At the very beginning of this article, the author gives us a chain of statistics and indicates a fact that the percentage of female representative roles, such as CEO, and Board members, are inferior to the percentage of males. Then the authors refer to a stereotype called “horizontally segregate” and ”vertical segregate”, which means either a field the women put themselves in women dominant workplaces or men are more likely promoted than women respectively. These concepts caused an unchangeable wage gap in female and male, seventy-seven cent to one dollar on average. Accordingly, the author looks to gender differences and gives a main idea that “Males tend to use a more transactional leadership style while females tend to use more transformational one.”(p.133) The stereotype of females being...
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...this is a book on women in parliamentWomen's movements - both domestic and international - have made enormous political gainsjust in the past century. Gender inequality persists, however, in institutionalized politics around the world. The proportion of women in national legislatures or parliaments serves as a useful indicator and basis for cross-national comparison of political, as well as social, (in)equality; numerous scholars have offered explanations for the relative lack of women's political representation in parliaments and for the global differences in that representation. This field, however, has not fully analyzed women's social movements as factor increasing women's legislative presence. Likewise, social movement theory, although it has often grappled with operationalizing movement outcomes, has not fully addressed outcomes that are both politicaland cultural, as is women's political representation. Using data from women's organizations that are registered with the United Nations, this paper employs OLS multiple regression to analyze the effect of women's social movement organizing on the percentage of women in parliament, using a sample of countries from around the world. Location in Scandinavia and national quota threshold are consistently significant factors, which supports previous research. Although organizations are not initially a strong explanatory factor for the proportion of women in politics, interactions between organizations and civil liberties, GDP, and...
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...PERCEPTION OF FEMALE LEADERS TOWARDS THEIR LEADERSHIP POSITONS IN HIGHER INSTITUTIONS OF LEARNING IN EKITI STATE BY EVELYN TOLULOPE AKINWALE, B.A, M.A (Communication and Language Arts), University of Ibadan. Mailing Address: c/o Dept. of Media and Communication Language Arts, Afe Babalola University, Ado Ekiti Phone Number: 234-7037617076, 07057880804 E-mail Address: efalyn1@gmail.com I acknowledged that this manuscript has not been previously published nor been under review for publication elsewhere. Signed by me: Evelyn Tolulope Akinwale Apart from my undergraduate and postgraduate research work based on “Impact of Child Trafficking in Nigeria”, this is my first private research work prepared for a journal. PERCEPTION OF FEMALE LEADERS IN HIGHER INSTITUTIONS OF LEARNING IN EKITI STATE ABSTRACT To scholars, women in leadership positions have been stereotyped to be unfit and inexperienced to occupy traditional leadership positions unlike their male counterparts. A fundamental challenge to women's leadership arises from the mismatch between the qualities traditionally associated with leaders and those traditionally associated with women in general. Women in leadership positions are not treated equally with men in leadership positions ( Nick, 2007;Sayu, 2012 ). However, this research reveals the perception of Ekiti state female leaders in Higher Institutions on their leadership positions. Through interviews with selected female leaders in three higher...
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...------------------------------------------------- ------------------------------------------------- <Faculty Name> <Grade Earned> <Writing Score> <Date Graded> Assignment 1: Building the vision My name is Siham Wallace and I am originally from Casablanca, Morocco. I moved to the United States in 1998 and I attended Western Michigan University. I graduated in 2000 with a Masters Degree in Communications. I have worked in healthcare for the last 14 years and am currently employed as a Director of an assisted Living for Dementia /Alzheimer’s patients. I have 2 children, a boy and a girl, ages 11 and 9. I am interested in teaching women how to be leaders, especially Arab women. In the Arab culture, men are predisposed from birth to be leaders while women are taught to be followers. Women are taught to take care of their husbands and children. From Birth, they are conditioned to be daughters, sisters, mothers and bread winners. They can acquire higher education and join the workforce but in the back of their minds, they are not born leaders. An Arab woman is an “uneducated housewife and an educated one. She is an exhausted modern professional wife and mother...
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...2.1 Barriers for women leadership in workplace There are many factors that influence women’s upward movement. Among the major barriers mentioned by Karsten(2006) included lack of line experience, exclusion from informal networks, negative stereotypes about women, lack of accountability of top leaders for advancing women, lack of role models, lack of mentoring, and lack of awareness of organizational politics. From the barriers, the writer would like to touch about the mentoring aspect that is clearly observed by many in the universities, although many people do not bother much. But it will explode one day, when the dissatisfaction could not be covered anymore. Normally, when the head of an organization is a women, the writer found that she appointed many women staff to head the responsibility centers. This mentor who is normally a women, will provide her protégé with career development, access to influential individuals in the Human Resource Department and top management, and coaching to ensure that her protégé succeeds. As a result, protégé have more job opportunities, more satisfied with their jobs and careers and greater intentions to remain in the organization (Higgins and Thomas, 2001). Thus it will create crony and empire and try to influence others to support them. (Ibrahim Tamby Chek, 2011) As the research, in terms of family responsibilities, women may be disadvantaged beyond a certain level in the hierarchy where 100% obligation to the organization may be expected. A...
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...1.1. BACKGROUND INFORMATION Generally, of the various leadership styles no other leadership style has a deeper or stronger historical base than servant leadership. The concept of servant leadership can be traced through passages dating back to the 4th century B.C., most notably passages documented from Lao-Tzu who lived in China 570 B.C. (Brewer, 2010). However, the contemporary study of servant leadership may be traced to the groundbreaking work of Greenleaf (1977). The model of servant leadership, as proposed by Robert Greenleaf (1977) seems especially well suited to providing employees with the empowerment and participatory job characteristics that are related to both employee and customer satisfaction. Servant-leadership represents a model of leadership in which the leader assumes a supportive, service orientated role among stakeholders and followers (Greenleaf, 1977). The fundamental concept of servant leadership is placing others before self and accordingly servant leaders care about the people that work for them, other person’s agendas come before their own and commitment to service comes first. The servant leader serves by building the skills of followers, removing obstacles, encouraging innovation, and empowering creative problem solving (Spears, 2004). Servant Leadershipis an understanding and practice of leadership that places the good of those led over the self-interest of the leader. Servant leadership promotes the valuing and development of people, the building...
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...Leadership Styles of Men and Women Executive Summary A research study on the main characteristics that lay the foundation for leadership styles of men and women is carried out in this paper. The key focus emphasized in this paper is on recognizing and studying the differences between the 2 sexes with respect to leadership attributes. Factors that lead to this distinction are highlighted, along with the traditional reasons that lead to these differences. A historical insight into the various trends that dominated different societies is given, in a view to engage the reader and lead him/her to understand how the gender roles evolved as the societies evolved. Many challenges that women encountered in the past are described that further aid in this understanding. The outcomes of this comparative study are then observed. These outcomes include gender-stereotypic expectations by the leaders, mental health of the individuals, efficiency at the job role, industrial pressure and gender discrimination. Generic leadership traits for men and women are observed and described, which tie to the gender-stereotypes. These observations distinguish the women to possess an interpersonal-oriented leadership style, as opposed to men, who possess task-oriented style of leadership. Different leadership studies are implemented to understand the impact of these styles. The impact varies for organizational studies, laboratory experiments and assessment studies. Other traits like how the leadership qualities...
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...University of Applied Sciences,Frankfurt Leadership in Global Environment Project LEADERSHIP : WOMEN IN LEADERSHIP POSITIONS Masters of Business Administration in Aviation Management Semester 3 Mukul Ringe, Reg No. 1042245 Deputy Chief Aircraft Engineer, Air India Limited Professor: Dr. Yvonne Ziegler 25 March 2014 Table of Contents 1. Introduction ……………………………………………………………5 1.1 Background …………………………………………………………5 1.2 Scope ………………………………………………………………..5 1.3 Structure of Report and Methodology …………………………...6 2. Women in Leadership Positions ……………………………………6 2.1 Women in Leadership in Indian Industry ………………………...6 2.2 Women in Leadership in world Industry ………………………….7 3. Higher education in women in India ……………………………….8 3.1 Sequential Growth ………………………………………………….8 3.2 Society perceptions and limitations ………………………………9 3.3 Government Initiatives ……………………………………………10 3.4 Economic Considerations ………………………………………..10 4. Carrier Family Balancing …………………………………………...10 4.1 Gender Discrimination ……………………………………………11 4.2 Historical Gender Bias ……………………………………………12 4.3 Duties of motherhood and Homemaker ………………………..12 5. Diversity Management Programs …………………………………12 5.1 Gender Diversity …………………………………………………..13 5.2 Diversity as a result of Religion, caste and Education ………..13 5.3 Managing Diversity ……………………………………………….13 6. Conclusion ……………………………………………………………14 References …………………………………………………………….15 Page i Table of Figures Figure 1: Positions held by women in Fortune 500 companies.........
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...The underrepresentation of women in leadership positions in higher education, the inequality compensated face by women, and limited upward mobility into leadership has captured the attention of the scholarly community. Lowe (2011) documents the underrepresentation of women in chief executive officer’s positions, since they represent less than 10% in theological education, thus, hitting the stained glass ceiling. In past two decades, gender imbalance has negatively impacted women employment at Christian colleges, universities, and other nonprofits that have reflected less than 30% representation in leadership roles (Longman & Anderson, 2016). According to Scott (2014), “Since the 1970s, researchers have argued that female leaders struggle with incongruity between their role as a leader and their prescribed gender role because the traits we often desire in leaders tend to be traits we...
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...China, India and the internet: economic growth is driven by woman” The Economist, 12 April 2006 Until the late 1980s, women remained invisible as managers, and mostly few regretted their absence. But the last two decades of the 20th century saw rise of women in management. And ‘this is the first time in history that women have been working alongside men in the same job and the same companies, with the same levels of education, the same qualifications, and comparable ambitions’ (Adler and Izraeli, 1994). But, there are barriers which thwarts talented women from advancing to senior leadership positions. Women are generally considered politically naïve and someone who wields soft influential tactics such as joint action to gain power. This ‘old boys club’ thinking is supported by the cliché that ‘men are bad but bold, and women are wonderful but weak’. (Huczynski & Buchanan, 2013)This review sheds light on a woman’s journey from an executive to a managerial position in ABC. (ABC is India’s second largest IT Company, which provides business consulting, Software and outsourcing services). The review studies the barriers that impact her journey such as the phenomena: glass ceiling, the widespread stereotype that women lack ambition, aggressiveness, assertiveness and risk taking attitude. This review lays emphasis on the fact that an organization must use its best talent, irrespective of the gender and the organizations...
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...On differences between women and men in leadership behaviour 428 Jon Aarum Andersen Received May 2010 Revised October 2010 Accepted November 2010 Faculty of Social Sciences, Lillehammer University College, Lillehammer, Norway, and Per H. Hansson Department of Education, Uppsala University, Uppsala, Sweden Abstract Purpose – This study aims to explore behavioural differences between women and men in managerial positions and suggest explanations for differences and similarities. Design/methodology/approach – In order to eliminate any effects of organizational differences on leadership behaviour, this study had public managers responding to questionnaires that measured their leadership style, decision-making style, and motivation profile. Findings – Statistical analyses of data from three groups of Swedish public managers (n ¼ 385) revealed virtually no significant differences in behaviour between female and male managers. Regardless of whether there is a female or male majority of employees or a female or male majority of managers, no effect on leadership behaviour occurs. Originality/value – A number of studies indicate that managers’ behaviour is different in different types of organizations. This study suggests, therefore, that, independent of gender, organizational and demographic characteristics modify leadership behaviours, thus explaining similarities in leadership behaviour. Keywords Women, Men, Gender, Leadership behaviour, Public sector...
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