Men and women leaders behave in a way quite different from one another. Since women began taking part in the management, questions have arisen on whether these women have what it takes to be leaders in organizations and groups. Though both men and women are equal at some settings, effectiveness at another level often relies on the fit between management gender and setting (Tate & Yang, 2015).
Women are more effective and have a sense of coaching style. They are more mentoring, even more, persuasive as compared to their male counterparts. Women are more likely to be transformational leaders, good role models. They take part in helping the employees in developing their skills, assisting them in becoming more creative and dedicated. Women are stronger when it comes to getting things done. Women are able to build relationships as compared to men, and they are more empathetic and willing to take risks at all costs. Women are usually associated with motherly nature: loving and caring. In this, people who associate and work with women leaders feel like they are understood, cared for and even more valued as compared to when working under the male leadership (Burton, Gilson, Goldberg, & Lowe, 2016).
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Men, on the other hand, are usually associated with being good decision makers and problem solvers. Leadership qualities are more associated with them than females. It is thought that men are usually the ones who can be in charge. They are stereotypically masculine. When they suggest ideas regarding their team, they are seen as leaders and more attention as compared to their counterparts.
Women are more effective leaders as compared men. They are able to make those employed feel more comfortable and valued at the workplace. Like men, women also have a focus on leading others. They perform well in team building as they know how to exercise team leadership styles.
References
Burton, L., Gilson, L., Goldberg, C., & Lowe, K. (2016). Does being an athlete help a woman? Examining how subtle bias in perceptions of leadership potential differentially impact male and female athletes. Review of Global Management , 2 (1), 66-72.
Tate, G., & Yang, L. (2015). Female leadership and gender equity: Evidence from plant closure. Journal of Financial Economics , 117 (1), 77-97.
