gender differences between male and female leaders

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gender differences between male and female leaders

They took risks and made personal sacrifices before their company has become a successful one. It seems obvious that a successful leader for these types of companies ought to have a different profile from the traditional one. People having the avoidance thinking style need protection and keep distance from any potential danger. Men are better at tradition (building knowledge based on past experience), innovation (they are open to new ideas and are willing to take chances), strategy (seeing the big picture), being calm (they tend to keep their emotions in check), delegating (they assign objectives and responsibilities), cooperation (they are good teammates), and persuasion (they sell ideas and win people over). Trying to tell the others what they feel and having this, at least for a period, as an objective by itself. Then, the respondents were asked to order these characteristics on a scale of 1–10, based on their importance to a successful leader. Although things are slowly changing, this is still the experience of many women in the workforce. In our opinion, results will always be contextual, as it depends on a lot of variables: feminine/masculine culture, field of activity, team structure (gender, age, occupation, and previous experience), and so on. This approach is a result of their belief that their ideas are better than the others’ ideas. It’s an oversimplification to say that women are better listeners than men. Conventional managers are not good leaders, because they prefer the standard rules and procedures and generally work in a very predictable environment that hinders innovation. Are Women better Leaders than Men? The real answer is not “men vs women”, but male and female leaders working together, bringing their diverse but complimentary talents and styles together to build better teams, create innovative solutions, and forge more competitive companies. As far as the generation differences are concerned, they were also clearly visible: for people from Generation Y, characteristics such as Imaginative, Ambitious, Honest, Inspiring, and Determined are more valued, which suggests the fact that, over time, there have been changes in mentality that favour the women’s style of leadership. International Journal of Management Science and Business Administration, 5(3), pp.7-9. For this reason, we will keep following the articles and studies written on this subject and we will analyse the opinions of as many employees from the business environment as possible. As expected, the results of our research showed that women are generally more affiliative compared to men. They have a negative attitude and their humour is sarcastic. These cookies will be stored in your browser only with your consent. © 2017 The Author(s). The works of Hofstede are also very well known at the international level and actually femininity versus masculinity is considered an important cultural dimension. Because women are less prone to take risks than men, female leaders may also seek more input from their teams in order to make carefully considered choices—which may result in a more collaborative leadership and decision-making style. In order to increase the Achievement style, people could work on the following list: Focusing more on themselves, by taking into account their real needs, Establishing and working on attaining objectives. We consider the word ‘complementary’ is better than the word ‘different’ when talking about leadership styles and that it is possible for leaders to develop a series of skills that are not necessarily traditionally linked to their own gender. This category only includes cookies that ensures basic functionalities and security features of the website. When personal conflicts arise, would you rather sort them out within the team, or do you let them continue? Also, women are better qualified in terms of people skills (sensitivity toward others, being kind, having good listening skills, and developing efficient relationships with their team and their superiors). It’s based on principles of collaboration, unobstructed discovery, and, most importantly, scientific progression. While women generally seemed to work more in order to obtain the benefits of a self-actualizing style, our research showed that this style was clearly more attributed to men. As far as we are concerned, in this present chapter, we wanted to delve into the potential relationship between gender and leadership style, while also looking for an answer to the following question: ‘Are Men and Women Leading in the Same Way?’ We wanted to highlight the main gender differences, to provide a critical comparative analysis, to discuss potential barriers that need to be overcome, and to find some ways of increasing organizational performance through a better leadership style. APA: Mamadou, .S. There are also many other studies that support or reject the hypothesis of the glass cliffs and for sure this could be further explored [16, 21]. We cannot conclude that men’s leadership skills are more powerful and more important compared to the ones of the women or vice versa, but it is clear that gender differences do exist and people should capitalize on them. This style reflects the need for always comparing with others and obtaining self-recognition through competition. And while this is obviously an exaggeration for comedic effect, most people would probably admit that women are, generally, quite skilled at more subtle modes of communication. However, many people who worked under female leaders would often say they want a female boss again, because they liked having a female boss. In order to lead more successfully, people should decrease their competitive orientation, and they could do this by working on: Focusing on results, on self-achievement, and not on comparisons with others, Striving to always improve and obtain excellent results, Cooperating more with others for various projects. All the information currently at our disposal regarding women’s ability to act as efficient leaders still does not answer this question: how is there still so much data showing a serious discrepancy between genders in terms of leadership, when women leaders are currently viewed much better by the management than they were previously, perhaps even better than their male counterparts? Therefore, the focus in this chapter will not be placed on the gender differences by themselves but on the ways these differences can positively influence the organizational performance. And as we’ve written about in other articles, this kind of diversity only makes a company stronger. It is mandatory to procure user consent prior to running these cookies on your website. The Rules are more important than ideas. But opting out of some of these cookies may have an effect on your browsing experience.

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