Despite several calls to ensure the empowerment of women, evidence suggests that society should give men and women equal opportunities to prove their capabilities. The article by Wittenberg-Cox (2012) “empowering women doesn’t help them” highlights that women are unable to exploit their full potential with regards to the recognition of organization opportunities. Women leaders must demonstrate their ability to employ relevant strategies that would propel success.
A typical element associated with women leadership styles with regards to power, negotiation and risk-taking is the inability to demonstrate accountability for change. As much as gender balancing is an ideal platform of success, it is essential to ensure that women entrusted in leadership roles perform without expecting gender affiliated favours. Accordingly, women have been identified as individuals who are not risk-takers (Tinsley, 2013). Their actions imply that they fail to realize opportunities and hence, a chance for innovation within organizations. In effect, attaining gender balancing diminishes the chance for organizations to succeed (Wittenberg-Cox, 2012). Companies should use the gender balancing multifaceted approach to help with decision-making. The inability to satisfy the expectations of their clients are known to have adverse impacts on the performance of their organizations and hence, the reason why they are perceived to deserve less pay than the male gender.
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Both male and female leaders may adopt several strategies for power, negotiation, and risk management. One of them is to ensure advocacy. Accordingly, the report by Kray and Kennedy (2017), documents that advocacy ensures that there are sufficient resources to meet the responsibilities of organizations. Another strategy is to ensure that ethical responsibilities are met (Tinsley, 2013). In effect, organization responsibility is met, given that the negotiation platforms would be equally fair. Finally, cooperation attitudes play instrumental roles in ensuring that male and female leaders close the levels of performance gaps experienced.
References
Kray, L. J., & Kennedy, J. A. (2017). Changing the Narrative: Women as Negotiators—and Leaders. California Management Review , 60 (1), 70-87.
Tinsley, C. (August 8 th 2013). Female Leaders, 3 Strategies For Success In The Workplace. Forbes. Retrieved from on 19 th July 2019.
Wittenberg-Cox, A. (31 st January, 2012). Empowering Women Doesn’t Help Them. Harvard Business Review . Retrieved from https://hbr.org/2012/01/empowering-women-doesnt-help-t
