Many more women are escalating to the leadership task, even in certain industries dominated by men. The rising number of females going to college, the escalating number of females in the workplace or beginning their businesses has shown to men who have businesses that females can be both mothers and managers. It shows the male counterparts that females can do so much. This paper will discuss the leadership styles of both women and men. It will outline the history of females in the workforce and the diverse leadership ways of women and men. The paper will also discuss two resolutions to make all genders equal in leadership responsibilities.
Whether they are foremost in the main organization or serving in a nominated office, leaders convey a mixture of personalities to the table. An estimation by the public, some traits such as intelligence, decisiveness, and honesty are considered more essential than others. The expected personalities can be found in any person irrespective of their gender. Many Americans view women and men as similarly proficient in these key behaviors and qualities needed for leadership. Additionally, few people think that one gender has a better general approach than the other whereas most adults say that women and men leaders have diverse leadership styles. There is still no evidence that men leaders are more competent or are in certain ways better than female leaders (Matsa & Miller, 2013). However, females rate male leaders better than women leaders reveals a continuing psychological bias to men's leadership that continues even today.
Delegate your assignment to our experts and they will do the rest.
As females are achieving higher education levels, they are getting employed in more noticeable positions, and their roles of leadership in family establishments are increasing. Several young females are declining to consent to the regulation of “primogeniture” (Nelton, 1999). Primogeniture is described as an inheritance or a birthright. Even though females are making boundless strides in this ground, there is still the feeling that the man ought to be deliberated first and the woman as the next option. The offer is only offered if the man declines or in case there is no man. However, “young women by and large feel that if they want to go into the family business, the opportunity is there” (Nelton, 1999). In every case defined by Nelton, the forefathers stimulated their daughters to get convoluted in the family business. Also, every father allowed his daughter to lead others when she was entitled to the CEO; it was a symbol of support. In many more relations and business generally, gender has ceased to be an issue. As roles are changing progressively on the home front, the corporate world will reflect on the variances going on in the family structure. Nelton also needs females in leadership roles, not to fail to see the bottom line. She claims it is “easy for women to get caught up in the management of people” (Nelton, 1999). She adds that if they cannot demonstrate that they are also profit-driven, they will certainly not get to the beneficiary level.
Women and men have diverse ways of working and their personalities. First, the behavior of men would lie in the accomplishment of tasks, career, power, structure, higher control of emotions, and a more planned work vision. We can presume that the power of males originates from their status, so they tend to use management of regulation. Males are strict, so they are authoritarians and are therefore more likely to implement an authoritarian style than females. Men take decisions unaided with no subordinate advice.
Conversely, women’s behavior emphasizes the relational, the motivation from subordinates, the emotivism, sharing of work, and problem-solving focus on instruction. Women’s management style would be participatory, meaning that the power of the manager derives from his rapport with the employees under his responsibility (Chandler, 2011). Leaders who are using a participatory system make resolutions with the recommendation of their collaborators. Therefore, women use a managing style of fact, so their authority originates from their personality.
Furthermore, when compared to males, females are better examined about communication and empathy. Women show proper leadership skills and their requirements by creating a resilient link with their team. They also make open demands from other people, express their ideas and thoughts openly, and retain a good communication flow. Women are also good at people skills; they are kind, sensitive towards other people, have proper listening skills, and develop effective relationships with their superiors and teams (Rosener, 2011). In contrast to the common beliefs, females have excellent results on the scale of leadership that measures their production concentration. Males score well on the scale to evaluate the emphasis on general company vision and strategic planning.
For most people, leadership means having power and control over others, while others suppose being a leader is to be in authority. Nevertheless, men can be leaders even when at the bottom-most point. Whenever a man realizes that a thing ought to be done, he assumes the responsibility and does not allow his lack of position to hinder him from taking charge. That is true leadership, releasing and revealing the potential to others. Most men become great leaders because they are ready to take risks and bring unlimited achievements. They are also willing to be blamed in case of wrongdoings. When things go astray, pretenders are separated from the right leaders. Most men take complete responsibility for all concerns of their choices, both good and bad ones.
Companies and various institutions can close any gap that could be existing in leadership. Some resolutions can help both men and women to be great corporate leaders. First is the provision of equal job opportunities to women and men. Corporations ought to make an intensive effort to recognize women with great leadership potential. It is important to identify all qualified workers for their accomplishments and potential and provide them with the same chances to progress in their occupations. Next is the use of similar metrics to evaluate women and women's job performance and relate them equitably (Heilman & Caleo, 2018). Corporates ought to be open on what creates job performance with quantifiable results. The evaluators should not be biased toward all employees.
In conclusion, the proportion of women in leadership ranks had risen in all areas. The issue of gender leadership has become an important one because of the growing number of females leading in recent years. Even though several studies have realized that men and women have distinct leadership styles, certain studies continue to maintain that there are no relevant variances between men and women leadership styles. It shows that both males and females can lead appropriately in all fields. Leadership equality can be achieved just by appealing to administrations' ethics in accommodating the needs of women in connection to domestic responsibilities and childbirth. Therefore, gender should not be an aspect of whether an individual can be a good leader or not.
References
Chandler, D. (2011). What women bring to the exercise of leadership. Journal of Strategic Leadership , 3 (2), 1-12. https://uk-spot.webs.com/Journal%20Of%20Strategic%20Leadership.pdf
Heilman, M. E., & Caleo, S. (2018). Combatting gender discrimination: A lack of fit framework. Group Processes & Intergroup Relations , 21 (5), 725-744. https://doi.org/10.1177/1368430218761587
Matsa, D. A., & Miller, A. R. (2013). A female style in corporate leadership? Evidence from quotas. American Economic Journal: Applied Economics , 5 (3), 136-69. doi: 10.1257/app.5.3.136
Nelton, S. (1999). Why women are chosen to lead. Nation’s Business , 87 (4), 48-51.
Rosener, J. B. (2011). Ways women lead. In Leadership, gender, and organization (pp. 19-29). Springer, Dordrecht. https://doi.org/10.1007/978-90-481-9014-0_3
