“Female Leadership for a sustainable European Management Model (EMM)”

Literature study

Table of content

Introduction

The Glass Ceiling is broken

A (business)case for woman

Pitfalls of female leadership

Success full Leadership skills

Leadership styles

Recognition of a specific female leadership style?

Female (transformational) leadership for a sustainable European Management Model

Conclusions

References

The Glass Ceiling is broken

• The Glass Ceiling: an invisible barrier for women and carrier

• BUT: Women participate in management Conclusion: Through the glass ceiling

• The labyrinth a new metaphor Numerous barriers that women encounter (some obvious, some subtitle)

A (business)case for women

1) Business arguments• Why do women matter in management?• Positive relation between the number of women in the company and

corporate performance?

2) Intrinsic importance of diversity• Importance of gender and diversity an sich• Women’s proportional representation affects the workplace experiences

3) Female leadership for a sustainable EMM• 10 areas for key for management success

Pitfalls of female leadership

• Trade-off between family and work

• Discrimination

• Prejudice

• Resistance to female leadership

• Visibility, exaggeration of differences and stereotyping

Successful leadership skills

Definitions• Leader = someone who exercises authority over other people. • Leaderships = being in charge of other people in multiple ways. It consists of

influencing, motivating, organizing and coordinating the work of others.”

Leadership theories• Personal behavior theories: personal qualities or behavioral patterns• Trait theories: some traits have potential for making some people leaders• Contingency theories: some situational aspects make leaders successful

Leadership characteristics• Change agent• Managerial courage• Leadership ability• Result oriented

Leadership styles

• Autocracy versus democracy

• Task-oriented versus interpersonally-oriented

• Communion (people oriented) versus agentic (problem-oriented)

• Participative versus directive

• Transactional (cooperative), transformational (role model) & laissez-faire (absence)

CONCLUSION: Transformational leadership !!!= SUCCESSFUL LEADERSHIP= EFFECTIVE= META-ANALYSIS PERFORMED

Recognition of a specific female leadership style

• Gender roles and leadership roles

• Female leadership: communal and/or transformational?

• Gender and values

Gender roles and leadership roles

• Some research focus on sex differences in leadership roles Gender stereotypes influence leaders (formal and informal roles) Constraints of gender roles

• Some research focus on similarities in leadership roles

Female leadership:communal and/or transformational?

• Stereotypic expectations portray effective leadership as dominated by masculine qualities

• Behavior relevant to successful leadership includes behavior that is viewed as feminineExample: “Consideration” as element of effective leadership is typically perceived as feminine

• Leaders must seek to androgynous behavior

• Meta-analysis comparing women and men with respect to their leadership styles shows significant sex differences in most aspects of their styles (transformational, transactional and laissez-faire leadership )Conclusion: women have generally a more

effective style act more transformational are support-giving and motivating team members emphasize on interpersonal relations and task accomplishment

Gender and values

Focus on differences between male and female leadership styles is popular

Consider possible sex values in leadership behaviorConclusion: women attach other value than man to

helping others difference between themselves and others support regulations, citizens, consumers and environment materialism and competition

Female (transformational) leadershipfor a sustainable European Management Model

• Most effective leadership style under modern conditions

• Qualities for transformational leadership motivate respect and pride from the association communicate values, purposes and mission

exhibit optimism and excitement about goals examine new perspectives for problems and tasks focus on development and mentoring attend individual needs on team members

• Values for leadership in the European Management Model (EMM) long-term thinking stakeholder engagement social accountability professional development

What can companies do to prevent pitfalls?

• Organize leadership training explore the legitimacy deficit of female leaders

consider the negotiation of potential value disagreements with team members

address issues of effectively projecting leadership authority

• Focus on the gendered context of leadership

• Transformational leadership works similarly for ♀ and ♂