Se Broschure How Women Differ From Men as Leaders
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Transcript of Se Broschure How Women Differ From Men as Leaders
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COULD THERIGHT MAN FOR
THE JOB BE A
WOMAN?
ETIENNE VAN KEER
JEROEN BOGAERT
NIKOLA TRBOVIC
HOW WOMEN DIFFER FROMMEN As LEADERs
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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
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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.
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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.
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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%
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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 ***.
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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
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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.
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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
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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.
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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
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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.
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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
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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.
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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
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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.
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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
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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.
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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
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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.
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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
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26/28
Hudon i a leading global roeional ervice rm,
emloing 3,600 eole acro 27 countrie and almot
100 oce.
We are a talent coman.
We rovide ermanent recruitment, contract roeional
and talent management olution.
Our uroe i to connect eole and comanie to
enable both to realie their ull otential.
For our client, thi mean recruiting, electing, roviding
and uorting the develoment o the bet roeional
and managerial talent or their coman.
For candidate, roeional and emloee, it mean
building inight into their otential and airation to hel
them achieve their career objective.
We ocu on undertanding and meeting the need o our
client, whoe ucce in turn dene our ucce. Thi
aroach guide our deciionmaking and rovide the
oundation or longterm artnerhi.
Hudon
WWW.HUDsON.COM
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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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