se broschure how women differ from men as leaders

8/3/2019 Se Broschure How Women Differ From Men as Leaders

1/28

COULD THERIGHT MAN FOR

THE JOB BE A

WOMAN?

ETIENNE VAN KEER

JEROEN BOGAERT

NIKOLA TRBOVIC

HOW WOMEN DIFFER FROMMEN As LEADERs


2/28

INDEx

Research methodoogy

Itrodctio

Wome verss me: diereces exist bt are geeray sma

Mae eaders show a more extreme mae ersoaity rofe

Wome at the to: a mae eadershi rofe with emiie aces

C-eve me ad wome: two o a kid?

How wome become eaders: rom warm to mid

Overa cocsios

Resorces

1

3

7

9

11

13

15

20

24


3/28

ABsTRACT

While there are ar ewer women than men in leaderhi role in organiation, their number i graduall increaing.

Thi increae raie the quetion o whether, a leader, women how dierent buine attitude than men. We ued

Hudon Buine Attitude Quetionnaire BAQto anale eronalit characteritic o over 65 000 men

and women. O that number, 152 were Clevel women and 439 Clevel men.

Although in the general oulation dierence are mall, the do eit. The how women to be more eoleoriented

and detailconciou, and men to be more emotionall controlled and etraverted. Both Clevel men and women how

outoken characteritic on the rather male dominant eronalit trait and on characteritic like reultorientation,

trategic thinking and autonom. Clevel women, however, demontrate ome etra nuance in relation to oenne and

altruim, with ounger women ocuing more on altruim and older women ocuing on oenne.

Thee nding have vat conequence or organiation wanting to ormulate a roer trateg to develo their uture

leader both men and women. The demograhic evolution o the oulation will orce organiation to a more

attention to what women have to oer. At the ame time, the ecic requirement o new generation o emloee

might alo teach them that Clevel women can oer etra addedvalue a leader, otentiall enhancing an organiation

leaderhi tle.


4/28

Hudson European Research & Development Centre

As a strategic choice, Hdso ivests widey ad systematicay i research & deveomet. Drig the ast 8

years, the comay has exaded its retabe R&D cetre o highy sk ied roessioas. The missio o this

team is to deveo iovative HR rodcts ad sotios to create a cometitive advatage or orgaisatios,

as we as a ositive cadidate exeriece i times whe taet is a scarce resorce.

I additio to a team o exerieced sychoogists, Hdsos Eroea R&D cetre icdes sort ad IT

teams seciaisig i o-ie ad o-ie sotware deveomet. The cetre is der the exert eadershi

o Etiee Va Keer, R&D Director, who has over 30 years exeriece i seectio, test deveomet ad

assessmet cetre techiqes. The R&D cetre seciaises i deveoig HR modes, rocesses ad toos or

itera Hdso se, ad activities or ciets (rivate ad bic sector) o a Eroea ad goba eve.

I the crret war or taet, diversity, geeratio Y, gobaisatio, icreased mobiity ad raid chages,

deveoig those HR istrmets showig the greatest ossibe added vae or both the orgaisatios ad

their (tre) emoyees is the chaege o the R&D team.


5/28pAGE 2

INTRODUCTION

It i a well known act that there are ar ewer women than

men in leaderhi oition in organiation. However, the

ercentage o women on board in the to 300 Euroean

comanie i graduall increaing: u 9.7% in 2008, 8.5%

in 2006 and 8.0% in 2004.

Man tudie have been undertaken to nd out wh

women are till in a ditinct minorit when it come to

the to job. The goal o thi tud i not to anwer thi

quetion. Intead, thi tud look at how women behave

in leaderhi role, and how their behaviour dier rom

that o their male counterart. For eamle, do women

leader make more o a dierence within an organiation

than men? Do the have a dierent ocu, a dierent

leaderhi tle, dierent buine attitude? And

conequentl, would having more women leader make

a big dierence?

To add critical knowledge to anale o women

unctioning a leader, we evaluate here whether women

ke buine attitude dier rom thoe o men, and

whether an identied dierence are an aet or a

barrier to women who want to climb the ladder in an

organiation. The ke quetion i: I there a dierence in

eronalit between women in leaderhi oition and

their male counterart and other women, that could

indicate whether women leader have dierent buine

attitude, reulting in a dierent leaderhi tle?

GRApH1

percentageofboardseats

hedbywomen1

Norway

Sweden

Finland

Denmark

Netherlands

UK

Ireland

Austria

Germany

France

Luxembourg

Belgium

Switzerland

Spain

Greece

Italy

Portugal

44.2%

26.9%

25.7%

18.1%

12.3%

11.5%

10.1%

9.2%

7.8%

7.6%

7.2%

7.0%

6.6%

6.6%

6.0%

2.1%

0.8%


6/28


7/28pAGE 4

The BAQ ha been roven, through hundred o election

and talent management rogramme to give valuable

inight into career develoment and tranition, coaching,

confict handling and utting team together. The unique

combination o an abolute meaurement the normative

ection o the quetionnaire and a relative meaurement

the iative ection o the quetionnaire o the

individual eronalit ha roven eeciall valuable.

In the normative ection, reondent eronalit

characteritic are comared with thoe o a reerence

grou o relevant eole and indicate where the tand.

In the iative ection, reondent determine theirrelative trength and weaknee acro the dierent

eronalit dimenion.

SAMplE pOpulATIOn

Over 65 000 men and women in Euroe, Autralia

and the UsA comleted Hudon Buine Attitude

Quetionnaire BAQ in dierent te o rocedure

uch a election, aement and develoment centre,

coaching, ucceion lanning, etc. From that number,

591 international eecutive in enior leaderhi oition

were aked to comlete the BAQ. O the eecutive who

took art, 152 were women and 439 men.

Thi reearch enable u to comare average core on

the dierent dimenion o the BAQ or dierent te o

grou:

Men and women in general

Men and women in enior leaderhi oition

Women in enior leaderhi oition and women

in nonleaderhi oition

Men in enior leaderhi oition and men in

nonleaderhi oition

Comaring thee grou let u ee whether ignicant

dierence eit. It alo hed a ecic light on what

characterie manager in enior leaderhi oition.

Firt, we invetigate the dierence between men and

women in general. Thi i our benchmark. Net, we

invetigate the dierence between women and men

in general and women and men holding leaderhi

oition. Finall, we invetigate the dierence between

men and women in leaderhi oition.

When comaring oulation o the ize o thi tud

almot ever dierence become tatiticall ignicant.

The main roblem reorted in literature i that the

value deend eentiall on two thing: the ize o

the eect and the ize o the amle Thomon, 19994;

Cohen, 19945

; Harlow et al., 19976

.

We thereore decided to ue the eect ize methodolog

Robert Coe, 20027 in order to determine dierence

between grou. J. Cohen19888 dene an eect

ize o .20 a a mall dierence, .50 a an average

dierence and .80 a an imortant dierence. In the

ollowing chart we will clai eect ize o .20 to

.39 a mall dierence *, eect ize o .40 to .59 a

average dierence ** and eect ize o .60 to +.80

a imortant dierence ***.


8/28

The reliabilit o the quetionnaire ha been thoroughl

invetigated9. The internal conitenc o the

quetionnaire how alha coecient varing between

.89 and .97 or the normative ection and between .80

and .92 or the iative ection. The arallel orm reliabilit

between the normative and the iative ection how

coecient varing between .53 and .82 all tatiticall

ignicant at 1% level. slithal coecient between

the rt hal and the econd hal o the quetionnaire

var between .72 and .92 or the normative ection and

between .60 and .85 or the iative ection.

In order to determine to what etent the internal tructure

o the quetionnaire accuratel meaure the Big Five

eronalit actor, a actor anali wa erormed.

The varima rotation reulted in 5 clearl identied Big

Five actor, with loading between .47 and .88, which i

etremel high. The concetual roeional acet were

o coure not integrated in thi anali.

In order to etablih the validit o the BAQ correlation

were calculated with the reult o 170 alicant on

the NEOpIR210. signicant correlation were ound

between the actor Emotional stabilit .42 with

neuroticim, Etraverion .53 with etraverion,

Oenne .44 with oenne and Concientioune

.47 with concientioune. The actor Altruim being

mainl roeionall oriented did not correlate with

agreeablene, the latter being mainl clinicall oriented.

In a tud o 57 alicant or a commercial organiation,

BAQ gave ignicant correlation with an evaluation

o general job t .35** or oenne and .39** or

concientioune and end ear rating .30 or

concientioune. It alo turned out that mot o

the acet o oenne and mot o the acet o

concientioune correlated ignicantl with general

job t and that all acet o roeionalim correlated

with end ear rating. We alo dicovered that oenne,

concientioune and roeionalim, along with everal

o their acet ignicantl ditinguihed high erormer

rom low erormer.

In the UK and Ireland we comared the reult o 88

alicant during dierent election rocedure with

their reult on OpQ3211. We managed to nd highl

ignicant correlation or all BAQ acet with their

equivalent cale in OpQ32. More detail can be ound in

the internationaliation aendi to the BAQ manual.

BAQ, a cienticall

ound quetionnaire


9/28


10/28

pAGE 7

WE sTART By COMpARING MEN AND WOMEN IN GENERAL. THE DIFFERENCEs BETWEEN

THOsE TWO GROUps CAN BE CONsIDERED As THE BAsIC ANALysIs, AGAINsT WHICH ALLOTHER COMpARIsONs CAN BE pROJECTED.

WOMEN VERsUs MEN:

DIFFERENCEs ExIsT BUTARE GENERALLy sMALL

The diagram on the ollowing age how the reult.

The average o the general oulation 64,399 eole

i et a benchmark with a tanine core o 512

. Thiame benchmark i alo ued in the anale reorted

urther on.

A we can ee, dierence between men and women

eit, but the are mall.

In general, women aear to core higher on eronalit

characteritic o altruim and concientioune. The

decribe themelve a more eoleoriented, helul and

ociall condent than men. The alo believe themelveto be more organied and meticulou.

When it come to emotional tabilit and etraverion,

women core are lower. Women decribe themelve

a le relaed, trereitant and deciive. Theee themelve more a ollower than a leader and

conider themelve a le innovative and trategic.

I we can draw concluion rom thee mall dierence,

we could a that women a more attention to eole

related iue and qualit erormance, while men

eem to attach more imortance to an eective control

o emotion and an etraverted attitude toward their

environment.


11/28pAGE 8

Emtinlstbility*

Relaxed*

Optimistic

Stress-resistant*

Decisive*

Extrversin*

Leading*

Communicative

Persuasive

Motivating

openness

Abstract

Innovative*

Change-oriented

Open-minded

altruism*

People-oriented*

Cooperating

Helpul*

Sociallyconfdent*

Cnscientiusness

Organised*

Meticulous*

Rational

Perserving

Ambitious

Critical

Result-oriented

Strategic*

Autonomous

WenwhdnthdC-evepsitins

menwhdnthdC-evepsitins

4.5

5.5

6.5

DIAGRAM2

Differencesbetweenmenandwomen


12/28

pAGE 9

TAKING INTO ACCOUNT THE sMALL DIFFERENCEs WE DIsCOVERED, WE WONDERED HOW

MALE C-LEVEL LEADERs DIsTINGUIsH THEMsELVEs FROM MEN IN GENERAL.

MALE LEADERs sHOW

A MORE ExTREME MALEpERsONALITy pROFILE

What i immediatel aarent i the act that Clevel

men how ignicantl higher core in the domain o

etraverion. Thi underline their trength in leading,eruading and motivating eole and, to a certain etent,

in communicating. The alo how relativel high core

in deciivene, reultorientation, trategic aroach and

autonom.

Looking at the eronalit trait on which Clevel men

core lower than average men, we ee that the decribe

themelve a le ocued on the actor o oenne,

being le abtractthinking, and aing le attention to

the eronalit trait o helulne and meticuloune.

However, what i mot noticeable i that Clevel men tend

to attribute mainl ticall maculine characteritic

to themelve, while comletel ignoring the moreticall eminine aect. The decribe themelve a

leader with a great deal o imact and trong eronal

oinion who are ocued on achieving their long term

objective. The are le caring, and ocu le on detail,

comarativel tronger area o trength o women.


13/28pAGE 10

Emtinlstbility

Relaxed

Optimistic

Stress-resistant

Decisive*

Extrversin**

Leading**

Communicative*

Persuasive**

Motivating*

openness

Abstract*

Innovative

Change-oriented

Open-minded

altruism

People-oriented

Cooperating

Helpul*

Sociallyconfdent

Cnscientiusness

Organised

Meticulous*

Rational

Perserving

Ambitious

Critical

Result-oriented*

Strategic**

Autonomous*

4.5

5.5

6.5

DIAGRAM3

Differencesbetweenmenineadershiositionsandmeningene

ra

menwhhdC-evepsitins

menwhdnthdC-evepsitins


14/28

pAGE 11

A KEy FINDING OF THIs sTUDy Is THE ExTENT TO WHICH C-LEVEL WOMEN LEADERs

DIFFERENTIATE THEMsELVEs FROM AVERAGE WOMEN.

WOMEN AT THE TOp: A MALE

LEADERsHIp pROFILE WITHFEMININE NUANCEs

A hown in the ollowing diagram, women in leaderhi

oition dier greatl rom women in general. The have

a much more ronounced eronalit role that i almotthe ooite o an average emale role. Like Clevel

men, Clevel women oition themelve ver high on

the actor o etraverion, howing imortant dierence

in leading, communication, eruaion and motivation.

The alo ee themelve a trong in deciion making

and trategic thinking, and, to a certain etent in reult

orientation and autonom. However, the alo how higher

core when it come to oenne, being oenminded

and abtract thinking.

When looking at the more eminine characteritic,

Clevel women eem to core lower on altruim and

concientioune comared with average women.

While the view themelve a being rather cooerative,

the are, at the ame time, le eoleoriented. The alo

decribe themelve a le meticulou, rational and, to

a certain etent, le organied.

Thi aroach doe not come without challenge. When

we conider the literature, Gabriela Cora 200813

conrm that the dicuion argue that women whoact like their male counterart in leaderhi oition

are more rone to being diliked and caue treul

ituation at work.

Wolram et al. 200714 came to imilar concluion:

gender role dicreant emale leader i.e. autocratic got

le reect than gender role dicreant male leader i.e.

democratic. But no dierence wa ound with regard to

gender role congruent emale i.e. democratic and male

i.e. autocratic leader.

It could thereore be argued that Clevel women might

enjo more reect in the worklace i the develoed

their more ticall emale eronalit trait.


15/28pAGE 12

Emtinlstbility*

Relaxed

Optimistic

Stress-resistant

Decisive***

Extrversin***

Leading***

Communicative***

Persuasive**

Motivating**

openness*

Abstract*

Innovative

Change-oriented

Open-minded*

altruism

People-oriented*

Cooperating**

Helpul

Sociallyconfdent

Cnscientiusness**

Organised*

Meticulous***

Rational*

Perserving

Ambitious

Critical

Result-oriented*

Strategic***

Autonomous**

4.5

5.5

6.5

DIAGRAM4

Differencesbetweenwomenineadershiositionsandwomenin

genera

WenwhhdC-evepsitins

WenwhdnthdC-evepsitins


16/28

pAGE 13

FROM THE DIAGRAMs WE HAVE DIsCUssED BEFORE, WE COULD DRAW THE CONCLUsION

THAT C-LEVEL WOMEN AND MEN sHOW A sIMILAR pERsONALITy pROFILE WITH MAINLyTypICALLy MAsCULINE CHARACTERIsTICs. ON CLOsER ExAMINATION HOWEVER, THINGs

ARE NOT QUITE sO sIMpLE.

C-LEVEL MEN AND

WOMEN: TWO OF A KIND?

Looking at the mainl male eronalit characteritic,

we could a that there are a man imilaritie between

the eronalit role o Clevel men and women. But anumber o ver intereting element emerge.

Comared to CLevel men, women indeed tend to ocu

le on immediate reult; take the bigger icture into

account and take an autonomou tand. The kee a

ditance rom the concrete detail o datoda iue;

have a concetual view o thing, and aear to be more

oen to change. The alo a more attention to oen

communication in the organiation, and adot a more

human aroach with room or cooeration, mutualuort and ociabilit.

Thee nding are conitent with the concluion o

Eagl, A. H. and Johnon, B . T. 199015. Thee author

did not nd an evidence or the gendertereoticeectation that women lead in an intereronall

oriented tle and men in a takoriented tle. Thi i

in line with the reviou that how that both men and

women leader ocu on having a trong imact and go

or the trategic objective that need to be achieved.

However, the author alo ound that women tend to

adot a tle that i more democratic or articiative,

and le autocratic or directive than men. Thi i again

in line with our reult, which how higher altruimcore or women.


17/28pAGE 14

Emtinlstbility

Relaxed

Optimistic

Stress-resistant

Decisive

Extrversin

Leading

Communicative*

Persuasive

Motivating

openness*

Abstract*

Innovative

Change-oriented*

Open-minded

altruism*

People-oriented

Cooperating*

Helpul*

Sociallyconfdent*

Cnscientiusness

Organised

Meticulous*

Rational**

Perserving

Ambitious

Critical

Result-oriented*

Strategic

Autonomous*

4.5

5.5

6.5

DIAGRAM5

Differencesbetweenmenandwomenineadershiositions

WenwhhdC-evepsitins

menwhhdC-evepsitins


18/28

pAGE 15

IT Is ALsO INTEREsTING TO INVEsTIGATE AGE DIFFERENCEs IN THEsE GENERAL

TENDENCIEs. IN THE DIAGRAM ON THE NExT pAGE WE sHOW THE REsULTs OF WOMENIN LEADERsHIp pOsITIONs ACCORDING TO THREE CATEGORIEs OF AGE: BELOW 40,

BETWEEN 40 & 50 AND ABOVE 50.

HOW WOMEN BECOME

LEADERs, FROM WARMTO MINDFUL

The reult clearl how that ounger eminine leader

are more ociall condent, how more warmth and

altruim, and ue a more democratic, articiative tle oleaderhi, while alo coring lower on deciivene and

leading. senior women leader ocu more on intellectual

aect, uch a abtract thinking, trategic thinking and

oenmindedne and are a uch more mindul.

Thi i an intereting reult. Kawakami, White, & Langer

200019ound that to be mot avourabl evaluated,

emale leader hould be mindle and warm. However,

[] in order to be evaluated both avourabl and eective,

emale leader hould be mindul and cool.

It eem that ounger women leader mainl adot a

leaderhi tle that make them avourable warm and

mindle, i.e. the core higher on altruim and lower onoenne, wherea enior women leader mainl adot

a avourable and eective leaderhi tle cool and

mindul, i.e. the core lower on altruim and higher on

oenne.


19/28pAGE 16

DIAGRAM6

Differencesbetweenwome

nineadershiositionsaccordingtoage

Etinstbiit

Relaxed

Optimistic

Stress-resistant

Decisive*

Extrversin

Leading*

Communicative

Persuasive

Motivating

openness*

Abstract*

Innovative

Change-oriented

Open-minded*

atruis*

People-oriented*

Cooperating

Helpul

Socially confdent*

Cnscientiusness

Organised

Meticulous

Rational

Perserving

Ambitious

Critical

Result-oriented

Strategic*

Autonomous

4.0

5.0

7.0

6.0

Womenunder40

Women40to50

Womenover50


20/28

Are eronalitie et

in tone b the age o 30?

The reult o our urve raie the quetion o whether

Clevel manager alread howed their current eronalit

role at the tart o their career.

Traditional theor would certainl aert that eronalit

no longer evolve ater the age o 30. According to

Gendlin E. T., 196416:

it could be aid that, ar rom elaining eronalit

change, theorie have been endeavouring to elain

and dene eronalit a that which tend not to

change when one would eect change.

More recent reearch however clearl how that

eronalit characteritic can urther evolve, a

argued b Bhattachara, s., 200317, Heatherton T. F. &

Weinberger, J. L. , Ed., 199418.

In the contet o the imortant HR iue o how to

develo high otential both women and men or

uture leaderhi role, it would be intereting to know

what would make eole develo toward thee role.

Bhattachara, s., 200317leave the quetion oen:

There could be ociall romted change where

a eron change to kee u with the world around

them. Or ou could alo imagine eole eronalitie

develoing to allow them to take on thoe role.

Baed on our eerience in develoment centre

realied or organiation worldwide, we would argue

that the latter hothei i the right one and that

thereore organiation can onl win b inveting heavil

in the develoment o their workorce to reare their

to otential or uture leaderhi role.


21/28


22/28

It i oten uggeted that dierence eit between

generation Generation x and y a ooed to the

generation o Bab Boomer. Our data eem to ugget

that in the general oulation ounger eole are lightl

more eoleoriented and ambitiou, but rather le

etraverted, leading, motivating and trategic.

When looking at Clevel leader, we dicover a totall

dierent icture. young Clevel men eem to how a more

outoken role, while oung Clevel women eem to

role themelve a more altruitic. More eerienced

women on the contrar how more oenne eeciall

when it come to abtract thinking, deciivene and

leading caacitie.

A quetion to ak here i to what etent oung Clevel

men tend to overetimate themelve the k eem to

be the limit, while oung Clevel women how a more

realitic and authentic image o themelve.

The data at our dioal doe not give an anwer to thi

quetion. A longitudinal tud would be necear in order

to nd a concluive anwer.

Age dierence:

A quetion o generationor eerience?

menGb * * * * * * *WenGb * * * * * * * ** *C-levemen * * * * * * * * ** ** * *

C-leveWen ** ** * * ** *** ** *

Emtinlstbility

Relaxe

d

Optimistic

Stress-resistant

Decisiv

e

Extrversi

n

Leadin

g

Communicativ

e

Persuasiv

e

Motivatin

g

opennes

s

Abstract

Innovativ

e

Change-oriente

d

Open-minde

d

altruism

People-oriente

d

Cooperatin

g

Help

ul

Sociallyconfdent

Cnscientiusnes

s

Organise

d

Meticulou

s

Ration

al

Perservin

g

Ambitiou

s

Critic

al

Result-oriente

d

Strateg

ic

Autonomou

s

yung:higherscreyung:werscre TABlE1

Differencesaccordingtoag

e


23/28pAGE 20

OVERALL CONCLUsIONs

WOMEn In lEADERSHIp pOSITIOnS ACE A

DOuBlE BInD SYnDROME

Our nding how that women in leaderhi oition run

the rik in datoda lie o not having a clear identit

in the ee o other. Thi i becaue the do not ull

match the tereote o a woman, nor that o a leader,

uuall a man, at the to o an organiation.

In the ee o the average woman, women who are

leader aear to behave more like men, becaue the

take the lead and are career and reultoriented. But

in the ee o their male colleague, the behave like

women, aing more attention to intangible, emotional

element, like communication, cooeration and human

wellbeing. Women in leaderhi role have to ace thi

rejudice, eeciall in a contet where thee role are

male dominated and the ticall eminine characteritic

eem to be le uual in leader.

In addition, the have to deal with the diadvantage that

behaviour which ulll the recrition o a leader role

and thereb violate the ticall emale eronalit

role i evaluated le avourabl when thi behaviour i

enacted b a woman Eagl & Karau, 200220.

Thi eem to ut women leader in a doublebind

ituation: I the act like a leader, uing ticall men

characteritic, the are erceived a being hard, becaue

the act againt the ticall emale eronalit role.

I the act like a woman, the are erceived a being

inecient, ince ticall male eronalit trait are

erceived a more eective leaderhi characteritic.

Finall, i we evaluate the eectivene o leader in

relation to their eronalit characteritic, emale leader

eem to give u ome o the ticall eminine eronalit

characteritic that could be ueul in a leaderhi role.

For intance, women in general core higher on the

actor concientioune comared with men. Women

in leaderhi role, on the contrar, core lower than their

male counterart and much lower than the average

women. Thi could be conidered a ver ignicant, ince

Concientioune i, amongt the Big 5, the actor

which correlate both with eectivene Antonaki &

Houe, 200421and job erormance Barrick & Mount,

200622.


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pAGE 21

WITH WARMTH AnD MInDulnESS EMAlE

lEADERS CAn OVERCOME THE DOuBlE BInD

The incongruence between the ticall emale warm

eronalit role and the ticall cold male eronalit

role o a leader eem to create dicultie or emale

leader. In articular, ounger women eem to beconronted with thi double bind: The how more warm

behaviour than more eerienced colleague. While thi i

erceived a being avourable, the have to nd a wa out

o thi double bind in order to be erceived a eective a

men in leaderhi oition.

It eem that enior women have ound the olution. The

how le warm but more mindul behaviour. And reearch

ha hown that mindul but cool behaviour i erceived a

both avourable and eective. so, emale leader do nothave to ta within the warm role. Intead, the are ree

to adot more cool behaviour becaue the will till be

oitivel erceived and een a genuine a long a the

are mindul Kawakami, White, & Langer, 2000 23.

RESEARCH REVEAlS unIQuE EMInInE TRAITS TO

SuCCEED In lEADERSHIp pOSITIOnS

Deite the doublebind Clevel women have to ace, their

unique buine attitude give them great oortunitie to

make a dierence. Thi becaue their overall eronalitrole can be linked with a leaderhi tle that eem

to be more eective Antonaki & Houe, 200424; Eagl,

Johanneenschmidt & Van Engen, 200325; Ba B. M.,

Avolio B. J. , Atwater L, 199626.

According to thee author, women who are leader

comared with their male counterart ehibit more

otimim and ecitement about goal and uture tate

Inirational motivation, ocu more on develoment and

mentoring o ollower, and a attention to individualneed Individualied conideration. Thee are imortant

aect o the o called Tranormational leaderhi

tle.

Comared with men, the how a le tranactional

leaderhi tle and a le laiezaire leaderhi

tle. The imlication o thee nding are more than

encouraging or emale leaderhi, becaue all o the

aect o the leaderhi tle in which women eceed

men relate oitivel to leader eectivene, wherea all

o the aect in which men eceed women have negative

or no eect on eectivene.

THIS DOES nOT IMplY THAT WOMEn ARE BETTER

EQuIppED AS lEADERS THAn MEnThe quetion o whether emale leader are more

eective than their male colleague robabl need a

more nuanced anwer. Whether the buine attitude o

emale leader are indeed more eective deend to a

large etent on the organiational contet. For eamle,

Carle 199827ha drawn attention to the gender

congenialit that ocue on the t between gender and

articular leaderhi role pounder & Coleman, 200228.

It ma be that certain organiation or ituation uch athe militar, require a more maculine eronalit or tle,

and are thereore more congenial to men. Equall, the

leaderhi o educational intitution or hoital could be

more congenial to women.

IT SuppOSES HOWEVER ORGAnISATIOnS TO GO

OR A DIEREnT AppROACH

In raidl changing, hightechnolog environment

the eective management o human talent i ke to

ucce. Thi require man organiation to adot

fatter, le centralied, more feible tructure and to

develo articiator, oencommunication trategie

e.g. Drucker, 198829, Hitt, Keat, & DeMarie, 199830,

Volberda, 199831 and talent management trategie.

Thee erective emhaie democratic relationhi,

articiator deciion making and teambaed leaderhi

kill that are more in line with the ticall eminine

eronalit role or leaderhi tle Eagl & Johnon,

199032.

To the etent that organiation hit rom a more

traditional view o leaderhi toward a more

democratic and articiative view, women hould have

more oortunitie to enter into leaderhi oition.

Organiation hould think about which buine attitude

and leaderhi tle the eect rom their leader and

a a conequence, conider whether the right man or the

job might, in act, be a woman.


25/28pAGE 22

The Buine Attitude Quetionnaire develoed b

Hudon Euroean R&D Centre can identi major

characteritic or Clevel leader, both men and

women. The intrument alo aear to be enitive

enough to identi nuance that could make the

dierence in an organiation.

The leaderhi characteritic identied allow u to

develo an eective benchmark role that can be

ued in both aement and develoment ituation.

In aement ituation, the role hel to

clearl identi leader who how real oibilit or

eectivene in their uture role. A word o caution,

however: the role mut be comleted to careull

meaure the critical cometencie o otential

candidate in relation to their uture role. Indeed, an

otimal eronalit role that i not underinned

with the necear background, eerience and

cometencie would never lead to ucce.

In a develoment and coaching contet the eronalit

role hel identi ke characteritic that could be

urther develoed. Thi would hel leader etablih

a management tle that i otimall tailored to

the ituation in which the oerate. Here too, etra

inormation, baed on roeional cae or other

intrument, would hel achieve otimal reult in the

coaching roce.

BAQ, an eective tool in

aement and develomento leader


26/28

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emloing 3,600 eole acro 27 countrie and almot

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We are a talent coman.

We rovide ermanent recruitment, contract roeional

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27/28pAGE 24

REsOURCEs

Euroean proeional Women Network, Third Biannual European PWN BoardWomen Monitor 2008 , htt: / / www.euroeanwn.net / le / 3rd_bwm_2008_re_releae_1.d 2008.

The BAQ conit o a normative and an iative ection. The normative ection comare reondent to a rereentative amle o the oulation. The iative ectionanale relative trength and weaknee o reondent. In thi tud we reer onl at the normative reult.

proeionalim i not a actor in the ene o the big 5 actor model, but rovide inormation on 5 concetual eronalit trait , conidered a being ver relevant in aroeional environment.

Thomon, B. 1999, Common methodology mistakes in educational research, revisited, along with a primer on both eect sizes and the bootstrap ,Invited addrereented at the annual meeting o the American Educational Reearch Aociation, Montreal. [Acceed rom htt: / / ac.tamu.edu / ~bbt6147 / aeraad99.htm , Januar2000.

Cohen, J. 1994, The Earth is Round (p


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