Chpt 12 Women and Leadership

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Chapter 12Chapter 12 -- Women and LeadershipWomen and Leadership

© 2003 Jan Krieger SAGESAGE PublicationsPublications

Women and LeadershipWomen and LeadershipWomen and LeadershipWomen and Leadership

LeadershipLeadership

Theory and Practice,Theory and Practice, 3/e3/ePeter G. Northouse, Ph.D.Peter G. Northouse, Ph.D.

William Kritsonis, PhDWilliam Kritsonis, PhD

PresenterPresenter



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Women and Leadership Perspective

Overview of Research Trends ± Can Women be leaders?

± Do f emale and male leaders diff er in their behavior and

eff ectiveness?

± Why do so f ew women reach the to p?

How Does the Women and Leadership Appr oach

Work?

Ov erv iewOv erv iewOv erv iewOv erv iew



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Women and Leadership Appr oach DescriptionWomen and Leadership Appr oach DescriptionWomen and Leadership Appr oach DescriptionWomen and Leadership Appr oach Description

G ender (learned beliefs)G ender (learned beliefs) -- HasHas

significant impact on the degreesignificant impact on the degree

to which males and females areto which males and females are

expected to:expected to:

± ± Behave differentlyBehave differently ± ± Be treated differentlyBe treated differently

± ± Be valued differentlyBe valued differently

Implications of a two Implications of a two--categorycategory

( male/female) set ( male/female) set

± ± C

ognitive distortions ariseC

ognitive distortions arise ± ± Implies those within eachImplies those within each

category are identicalcategory are identical

± ± One category valued asOne category valued as

superior to the othersuperior to the other

Gender affects assignment of Gender affects assignment of

organizationalorganizational

responsibilities and mostresponsibilities and most

decisions regarding:decisions regarding: ± Career pr ogress

± Resources

± Salaries

± Power ± Authority

± Appr o priate work behavior

Perspectiv ePerspectiv e

Perspectiv ePerspectiv e The Gendered WorkplaceThe Gendered Workplace

The Gendered WorkplaceThe Gendered Workplace



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Overview of Research TrendsOverview of Research Trends

Can Women Be Leaders?Can Women Be Leaders?


Can Women Be Leaders?Can Women Be Leaders?

0 20 40 60 80 100

Wo n Manag s

Wo n ov 20 Y s

135M opl E ploy d

opl E ploy d in U.S. in 2001People E ployed in U.S. in 2001

46.6 %46.6 %

58 %58 %

Sources: Women¶s Bureau, 2001; Bureau of Labor Statistics, 2002Sources: Women¶s Bureau, 2001; Bureau of Labor Statistics, 2002

$0.00

$0.20

$0.40

$0.60

$0.80

$1.00

Wo en verall Wo en Managers Men

$.76$.76$.66$.66

For Each Dollar Earned by Men in 2001For Each Dollar Earned by Men in 2001

Sources: Women¶s Bureau, 2001; Gar ofoli , 2002Sources: Women¶s Bureau, 2001; Gar ofoli , 2002

$1.00$1.00



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Overview of Research TrendsOverview of Research TrendsCan Women be Leaders?Can Women be Leaders?

Overview of Research TrendsOverview of Research TrendsCan Women be Leaders?Can Women be Leaders?

0 20 40 60 80 100

Corp B

"Clou T les"

Top rn n Slots

CFO

General Counsel

Corporate Officer

Men omen

Fortune 500 Top Management Positions in 2002Fortune 500 Top Management Positions in 2002

Source: Catalyst, 2002Source: Catalyst, 2002

12.4 %12.4 % 87.6 %87.6 %

9.9 %9.9 %

90.1 %90.1 %5.2%5.2%

94.8 %94.8 %

92.9 %92.9 %7.1%7.1%

83.9 %83.9 %16.1%16.1%

84.3 %84.3 %15.7%15.7%



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20.4 20.4 SmallSmall

BusinessesBusinessesin U.S.in U.S.

44%44%OwnedOwned

by byWomenWomen

5 %5 %VentureVenture

CapitalCapitaltoto

WomenWomen

3 %3 %Gov¶tGov¶t

ContractsContractstoto

WomenWomen

W omenW hoW omenW ho

Own & RunOwn & Run

Their OwnTheir Own

CompaniesCompanies


Can Women be Leaders?Can Women be Leaders?



0 50 100

Govenors

U. . enate

U. . House

Men Women

G overnment G overnment

Leadershi p Positions Leadershi p Positions

14%14%86%86%

13%13%87%87%

12%12%88%88%



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0 10 20 30 40 50 60 70 80 90 100

Wo en of Color

Wo en verall

1995 2000

Wo en of Differing R acial & EthnicWo en of Differing R acial & Ethnic

Backgrounds Holding op anag nt PositionsBackgrounds Holding op anag nt Positions

Source: Scott, 2001Source: Scott, 2001

12.5%12.5%8.7%8.7%

1.3%1.3%1.3%1.3%

F ortune 500F ortune 500

Executive Executive

Positions Positions



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Source: Catalyst, 2002Source: Catalyst, 20020 10 20 30 40 50 60 70 80 90 100

A ian Am

a ino Am

A rican Am

omen o Color

Women Overall

20012001F ortune 1000F ortune 1000

Cor porate Board Cor porate Board

Positions Positions

18.1%18.1%

2% =2% = 178 po i ion178 po i ion

74%74%

17%17%

8.4%8.4%

Pri mary Organizational Benefits in Develo ping and Promoting W omen Pri mary Organizational Benefits in Develo ping and Promoting W omen

Enhanced Pr oductivityEnhanced Pr oductivity

Com petitive AdvantageCom petitive Advantage

Financial Per for manceFinancial Per for mance



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160 Studies of sex160 Studies of sex--related differences in leadershiprelated differences in leadership

(Eagly & Johnson, 1990)(Eagly & Johnson, 1990)

± Women use a more partici pative partici pative or democraticdemocratic style and a less

autocratic or directive style than men

± Both men and women em phasized task accomplishment task accomplishment when

organization dominated numericallynumerically by mem bers of their own sex

or leadership r ole is viewed as gender congruent gender congruent

82 Studies measuring leader effectiveness (Eagly, Karau,82 Studies measuring leader effectiveness (Eagly, Karau,

& akhijani, 1995)& akhijani, 1995)

± No diff erence in overall effectivenessoverall effectiveness between male and f emale

leaders


Do Female and Male Leaders Diff er in Their Do Female and Male Leaders Diff er in Their Behavior and E ff ect iveness? Behavior and E ff ect iveness?



MetaMeta--Analyses/Literature Review Results Over a 15Analyses/Literature Review Results Over a 15--Year PeriodYear Period



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Male and female leaders evaluated differently (e.g., Eagly,Male and female leaders evaluated differently (e.g., Eagly,

Makhijani, & Klonsky, 1992; Dreher & Cox, 1996)M

akhijani, & Klonsky, 1992; Dreher & Cox, 1996) ± Im pacts

Management training

Assignments

Mentors

Pr omotion

± Female and male leaders evaluated favorably favorably when they used a democratic

leadership style (stereotypically f eminine)

± Females evaluated unfavorablyunfavorably when they used a directive or autocratic

style (stereotypically male)

± Women were devalued devalued when they worked in male-dominated

envir onments and when the evaluators were men








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Conditions of effectiveness (Eagly et al., 1995)Conditions of effectiveness (Eagly et al., 1995)

± While overall overall eff ectiveness did not diff er for male and f emale leaders,

com parisons of leader eff ectiveness f avored menmen more under three

conditions:

In a malemale--dominated dominated setting (particularly the military)

When a high percentagehigh percentage of su bordinates were male

When the rolerole was viewed as more congenial to men in ter ms of :

± Self -assessed com petence ± Interest

± Low requirements for coo peration with high requirements for contr ol

Eff ectiveness com parisons favored favored women to the extent these conditions were

reversed

With the exception of the military, women¶s eff ectiveness increased increased as they

moved u p the hierarchy and as coo peration rather than contr ol was required








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Patterns of women leaders¶ effectiveness (Micco, 1996; WomenPatterns of women leaders¶ effectiveness (Micco, 1996; Women

May, 1997)May, 1997) ± ± Advanced eamware, Inc., study of 915 middleAdvanced eamware, Inc., study of 915 middle--senior level managerssenior level managers

In 31 areas examined, women out perfor med out perfor med men in 28 (i.e., conf lict resolution,

work quality, adaptation to change, pr oductivity, idea generation, & motivation of

others)

Men handled their frustration frustration and co ped with pressure pressure better; both gr ou ps scored

equallyequally on delegating authority

± ± Saville & Holdworth study of 3,000 managersSaville & Holdworth study of 3,000 managers

Women em phasized planning planning and organizing organizing work and an empathicempathic appr oach

Women placed lessless em phasis on winning at all cost








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Women leaders are apt to be more participative and less autocratic, a pattern that is well suited to 21-century glo bal organizations

The range of behavior viewed as appr o priate for women leaders is

more restricted because of men¶s negative evaluation of women

demonstrating stereotypically masculine behaviors Outside of the military, women were seen as more eff ective in

middle management positions and in settings requiring coo peration

with a balance of men and women





MetaMeta--Analyses/Literature Review ResultsAnalyses/Literature Review Results

CONCLUSIONSCONCLUSIONS



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Pi peline Theory Pi peline Theory - Women have not been in managerial positions long long

enoughenough for natural career pr ogression to occur (H

eilman, 1997

; Ragins etal., 1998)

Women lack general management general management or lineline experience (Ragins et al.,

1998)

Women themselves are the issue; they are lessless suited to executiveexecutive

demandsdemands than men (Heilman, 1997)

Women are unavailableunavailable to f ill executive positions because f ew are

suff iciently qualif ied (Morrison, 1992)

Women lack self self--confidenceconfidence (Morris, 1998)


Why Do so Few Women Reach the Top?Why Do so Few Women Reach the Top?


Why Do so Few Women Reach the Top?Why Do so Few Women Reach the Top?

CEO ExplanationsCEO Explanations



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Common Barriers to Women¶s AdvancementCommon Barriers to Women¶s Advancement

The Glass Ceil ing The Glass Ceil ing



Organizational BarriersOrganizational Barriers

Higher standards of per for mance and effort

Inhospitable corporate culture

Pr omotion decisions based on homo phily (gender similarity)

Ignorance/inaction by male CEOs and ³silent majority´ male peers

Im balance of adequate recognition & su pport with excessive

diff iculties

Lack of def initive develo pment o pportunities



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Interpersonal BarriersInterpersonal Barriers

Male prejudice, stereotyping,

preconceptions

Lack of emotional and interpersonal

su pport

Exclusion f r om infor mal networks

Lack of white male mentors

Personal BarriersPersonal Barriers

Lack of political savvy

Work-home conf lict



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How Does the

How Does theWomen andWomen and

LeadershipLeadershipApproach Work?Approach Work?

How Does the

How Does theWomen andWomen and

LeadershipLeadershipApproach Work?Approach Work? Strengths

Criticisms

Application



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StrengthsStrengthsStrengthsStrengths

Understanding gender dynamics in leadership andUnderstanding gender dynamics in leadership and

uncovering uncovering andand recognizing recognizing unconscious patterns andunconscious patterns and

belief s will foster workplace and societal im pr ovements belief s will foster workplace and societal im pr ovements

Considering the sex of leaders and em ployees can yieldConsidering the sex of leaders and em ployees can yieldinsightsinsights within the major leadership theoretical f rameworkswithin the major leadership theoretical f rameworks

(e.g., contingency theory)(e.g., contingency theory)

Research on gender dynamics in leadership has contributed to Research on gender dynamics in leadership has contributed to

broader conversationsbroader conversations regarding what values are mostregarding what values are mostim portant and what the good lif e really means in the U.S.im portant and what the good lif e really means in the U.S.

societysociety



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CriticismsCriticismsCriticismsCriticisms

A disadvantage of a singular focus on individuals¶

sex is that it can become the only or pri maryonly or pri mary

attributeattribute identif ying them, rather than one of a

myriad of attributes that inf luence their worldviewand experience

Research on sex and gender diff erences has fostered

an im plicit assum ption that mem bers of each

category are identical identical in race, sexual orientation, age, etc.



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ApplicationApplicationApplicationApplication

The research f indings on women and leadership can be

applied to a num ber of organizational issues:

± Retention of talented women

± Develo ping eff ective leaders ± Barriers to women¶s advancement

The f indings on women¶s eff ectiveness and the choices

required for advancement can infor m women of what they

need to do to develo p as leaders

The f indings on gender dynamics in leadership can infor m

men of the su btle patterns enacted in the everyday workplace

that im pede f airness and excellence

Chpt 12 Women and Leadership

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