Gender and Leadership

By: Christopher Arcos

Can women Lead?

In a meta analysis comparing the effectiveness of female and male leaders, overall both were equally effective. However, there were gender differences such that each gender were more effective in leadership roles that were congruent with their gender.

Thus, women were less effective to the extent that the leadership role was masculinized.

For example, women were less effective than men in military positions but more effective in

education, government, and social service organizations.

Additionally, women were substantially more effective in middle management where interpersonal skills are highly valued.

In these roles women were also more likely to utilize Transformational Leadership Styles, Contingent Reward Systems, and other styles that are

associated with contemporary notions of effective leadership.

“ In government, in business, and in the professions there may be a day when

women will be looked upon as persons. We are, however, far from that day as

yet.” - Eleanor Roosevelt, 1940

Women occupy more than half of all management and professional positions and make up half of the labor

force, but are still underrepresented in upper echelons of America's corporate and political systems.

The invisible barrier preventing women from ascending into elite leadership

positions is referred to as ”The Glass Ceiling”.

While this typically is used to reference the disparity of gender in leadership

positions it is also important to recognize that this can also apply to other non-

dominant groups such as ethnic and racial minorities.

By continually working to disavow the glass ceiling we will gradually fulfill the promise of equal opportunity by allowing everyone the possibility of taking on leadership

roles.

Underrepresentation of women in high level leadership positions revolve around 3 types of explanations:

1. Human Capital

2. Gender Differences

3. Prejudice

Human Capital Differences

Domestic and child rearing expectations impose an added burden to women climbing the leadership ladder

In order to combat this, some women choose not to marry or have children. Others choose to become “Super Women” and

attempt to excel in every role. Still others choose part time employment to juggle work-home conflicts.

Gender Differences

Empirical Research indicates that women are less likely to promote themselves for leadership positions than men and women are more likely to

take on “informal roles” which use terms such as Facilitator or Organizer instead of Leader.

Prejudice

A prominent explanation is “Gender Bias” stemming from stereotyped expectations that women take care and men take charge.

According to role congruity theory, the agentic qualities thought necessary for leaders are incompatible with the communal qualities stereotypically

associated with women.

It is clear that women in leadership roles are more than capable to excel and often assist their organizations in achieving by diligently

working to bring out the best from others to be successful as a team but there is still 33% missing in the career success equation for

women.

That 33% is the “Business Strategic Financial Acumen”

In order to push through the glass ceiling women must Prove Business Acumen, Set a Strategic Acumen and Track Record, and Display Actions

based on Financial Acumen.

Additionally, Boards must set proportional success pools and examine the mindset they have on gender and intentionally set a level playing field for

advancement.