leading while dancing backwards: what’s really different about female and male leadership styles?...
Post on 19-Dec-2015
216 views
TRANSCRIPT
Leading While Dancing Backwards: What’s Really Different about Female and Male Leadership Styles?
Joyce Osland, Ph.D.
San Jose State University
“Ginger Rogers did everything Fred Astaire did – she just did it in high heels dancing backwards”
Ann RichardsDemocratic National Convention, 1988
EVIDENCE FOR “NO DIFFERENCE”
Study of 13,600 senior leaders in various countries:
Similarities far outweigh the differences. Age, length of time in the organization,
positive attitude, outward looking = key variables in leader effectiveness
Female styles as varied as male styles
EVIDENCE FOR “NO DIFFERENCE”
In a host of nonlaboratory studies Men and women leaders in comparable
positions and engaged in similar activities
No difference in leader effectiveness, motivation, personality, or leadership styles
Once given a leadership role and legitimized by their organization, women and men do not act very differently.
BUT
IMPORTANCE OF CONTEXT
Organizational culture Type of work & industry National culture – implicit
theories of leadership Gender composition
MALE-DOMINATED INDUSTRIES
Female and male leadership styles do not differ in male-dominated industries
In female-dominated industries women are more interpersonally oriented than men
Women using an interpersonally oriented leadership style in male-dominated industriesreport significantly worse mental health
WOMEN ENTREPRENEUR LEADERS AREDIFFERENT
Share power and information Enhance the self-worth of followers Use interactive skills more frequently Place greater emphasis on maintaining
effective working relationships at work
WOMEN LEADERS ARE DIFFERENT
Transformational leadership style More empathic More inclusive in addressing
concerns Better communicators Better people skills More results-oriented – concerned
about meeting high standards Worse at strategic planning & vision
Influencing Tactics
TypeType ToolToolRational persuasion
Inspirational appeals
Consultation
Ingratiation
Personal appeals
Exchange
Coalition Tactics
Legitimating tactics
Pressure
Logical arguments and facts
target’s values, ideals, and aspirations
inclusion of target in planning
praise, flattery, friendly, helpful behavior
target’s loyalty and friendship
reciprocated favors
seek aids of others
claim authority or right, point to policy, tradition
demands, threats, frequent checkingWomen use red tactics more than men
TO INFLUENCE OTHERS, WOMEN TEND TO RELY ON
Inclusion Charisma Expertise Contact Interpersonal skills
TO INFLUENCE OTHERS, MEN TEND TO RELY ON
The formal authority found in their position A command-and-control style
THE USE OF POWER WOMEN vs. MEN
Power as a resource to influence job outcomes and focus employee competencies
More consensus oriented
Power as an end in itself
Power used for control and to win over others in authority
THE RESEARCH BOTTOM LINE
Beliefs and attitudes about women in leadership roles have gradually begun to change
Despite enduring stereotypes, few behavioral differences are consistently documented
Less gender difference at senior levels?
LEADER EFFECTIVENESS Slight tendency to evaluate females
more negatively than males, particularly women using masculine leadership styles
Men have more freedom than women to use a range of styles without encountering negative reactions
…LEADER EFFECTIVENESS Meta-analysis showed female
leaders more effective than males Both men and women more
effective in leadership roles congruent with their gender
Senior male bosses rate senior women (CEOs & VPs) lower than their peers & direct reports
TO BE VIEWED AS EFFECTIVE
Develop a democratic, transformational leadership style
Give rewards contingent on employee performance
Be proactive rather than passive Expect to be held to a higher
standard
WHERE DO “DIFFERENCES” COME FROM?
Early socialization practices
Girls expected to demonstrate care and consideration
Boys expected to compete and perform
Gender stereotypes Societal expectations
Individual perceptions
Think Management, Think Male?When U.S. managers and students are asked
to describe managers, they describe the male gender stereotype, shown below.
Assertive Independent Competitive Daring Courageous
STATUS CHARACTERISTICS THEORY
People with higher status Get more chance to contribute to
tasks Receive higher evaluations for their
contributions Exert greater influence over others Are more likely to emerge as group
leaders
STATUS CHARACTERISTICS THEORY
People with lower status who act like leaders are not perceived as competent because this behavior contradicts others’ expectations.
PERFORMANCE STANDARDS
Women must still perform better to be considered equally competent
Because men are perceived as more competent, it is easier for them to exert influence
The Sense-Making Process
Framing the Situation
•Past experiences influence our expectations.
•We scan for cues to confirm our expectations.
•We establish a frame for the situation.
Making Attributions
•Who am I dealing with?
•What are their views toward women my age in my role?
•How competent do they think I am?
•What’s the “ideal leader” in this organization?
Selectinga Script
What behavior will be most effective In this context?
INFLUENCE
INFLUENCE—the process by which people successfully persuade others to follow their advice, suggestions, or orders
Assertive Persuasion
Behaviors: Reasoning, debating, presenting ideas, proposals, and suggestions that involve facts and logic
Language: I suggest we adopt the second proposal for the following three reasons...
Push Styles...
Reward and Punishment
Push Styles...
Behaviors: Stating expectations, using incentives and pressures, evaluating, demanding, bargaining
Language: I expect you to be at work on time. If you are late, I will have to dock your pay.
Participation and Trust
Behaviors: Understanding, involving and supporting others, personal disclosure, active listening
Language: What do the rest of you think we should do?Pull Styles...
Common Vision
Behaviors: Inspiring, visioning, finding common ground, aligning
Language: Imagine what we could accomplish if we worked together.Pull Styles...
ARE WOMEN LEADERS STILL DANCING BACKWARDS IN 2004?
Women hold 9% of top leadership positions in US business and have lower compensation, mobility and authority
What’s Keeping Women Back?
47% Lack of significant line or general management experience
41% Exclusion from informal networks33% Male stereotyping and preconceptions 29% Failure of senior leadership to assume
accountability for advancing women26% Commitment to personal or family
responsibilities
HOW DO WOMEN GET AHEAD?
69% Consistently exceeding expectations49% Successfully managing others47% Developing a style male managers are
comfortable with46% Having recognized expertise in a
specific content area40% Seeking out difficult or highly visible
assignments
TIPS FOR WOMEN LEADERS Combine assertive, instrumental behavior with
warmth and cooperativeness Figure out your natural leadership style;
determine when it does and doesn’t work Develop a style men are comfortable with Look for role models Expand your repertoire of leader behaviors Balance perceived eccentricity with perceived
competence Be honest with yourself; when does gender
matter? Be positive – present solutions for problems
What Type of Leadership Do We Need Now?
“After years of analyzing what makes leaders most effective and figuring out who’s got the Right Stuff, management gurus now know how to boost the odds of getting a great executive. Hire a female.”
Sharpe, 2000 in BusinessWeek