Why Women Are Better Leaders Than Men in Business Roles Essay Example

that the tendency for women to assume significant duties in society is expected to persist well past the twenty-first century. The growing impact of women in the workforce has triggered studies on the leadership style of women. Within this study, there is a considerable body of thought which belief that the leadership of modern businesses needs not to be coercive, based on collaboration and proficient at building partnerships and that this is the style of leadership usually associated with women. Based on this argument, writers in most cases complain about the fact that there are not more women in executive management positions in the world. By contrast, quite a number of researchers have also detailed a commonly held negative belief of women as leaders that may account for the shortage of women in executive management positions.

Balancing the socialization discourse, some studies are in support of significant dissimilarities in the application of leadership between men and women. For instance, in a study of male and female managers with same jobs and academic qualifications and of the same age, confirmed that women seem to be more transformational in their style of leadership than males. It was also confirmed that female managers supported the team approach more than males and were perceived as more persons oriented than their male colleagues whereas male leaders were understood to be more paternalistic as well as authoritarian compared to their female counterparts. Some scholars while using transformational leadership model, confirmed that female leaders were more prone than male counterparts to practice “walking the talk” as well as “encouraging the heart” (extending positive feedback to persons and teams). Likewise, it has also been

noted that female business leaders seem to be positioned higher than male leaders on the “individual consideration” perspective of transformational leadership. Other scholars have noted that female managers rather than male managers seem to develop the personalized, unique interactions with subordinates crucial in executing the transformational leadership style.

It has also been found that in a sample of interviewees from the United States “high tech” Fortune 5000 companies, juniors rated female managers higher on all transformational leader perspectives compared to male managers. This outcome was consistent with the outcomes of a previous survey that was contacted in a single sex religious order environment. It is also documented that women seem to use democratic as well as transformational leadership procedures more regularly than men do. In an intercultural survey comprising of several countries, it was found that male managers were more likely to highlight goal setting compared to female managers and female managers are more likely to concentrate on facilitation of relations than male managers. It is again documented that female leaders are more likely to be consensus-oriented leaders and less likely to be authoritarian leaders than men. Outcomes like those included above have given rise to the opinion that highly supports women as better leaders compared to men.

For example, it has been argued that women introduce to the leadership condition communication, mediator, and interpersonal skills the trait of which is outside the capacity of men. In academic management environment, it is argued that female school heads, for instance, in Canada are more probable to use the “power through” as well as “power within” methods to leadership linked to empowerment and involvement than the “power over” method

linked to control and authority that is a mannish show of power. In the same not a study of all female head teachers in England together with Wales showed an inclination for a shared, people-centered style of leadership. Such results are consistent with other surveys of female head teachers as well as principals in the United States, Australia, Canada and New Zealand.

Some authors have documented the structuralist theory of leadership methods that offer a delicate twist to the gender shaping leadership behavior discussion. Whereas females do not take to the workplace a gender-centered style of leadership coming from socialization, structuralist theory appreciates differences in real leadership method synchronized with the gender of the leader. The theory suggests that, within the place of work, the genders are treated uniquely in terms of job position, tasks, tenure as well as promotion openings and this leads men and women to conduct themselves differently at work.

Fundamentally, structuralist theory transforms the theory of collective socialization that basis the gender diversities in leadership plan, into a premise of organizational socialization. Business-wise influences on the leadership conduct of women have also been documented in that majority of female leaders find themselves in, namely running in a male controlled environment and hence secluded. Such a situation may have a negative effect on women’s mental status, can translate to augmented visibility as well as the resulting attraction of an inconsistent potion of attention, all of which offers a series of performance challenges specific to female leaders. This mixture of factors could lead to female leaders showing leadership conducts that are different from their male colleagues.

In respect to the above, it appears that any conclusion

on whether women are “good” than men in leadership responsibilities or vice versa could be missing the main point. Perhaps, unfriendly, quickly changing the environment, full of contradictory and competing forces, confronts majority of modern businesses. This situation requires leaders who have the elasticity to range over a combination of leadership traits that have been branded feminine and masculine. Such fact has not gone without being discussed in the literature on sex and leadership with focus in most cases being given to the need for present-day leaders to be genderless, a word that is utilized to define a leader. This word defines a leader no matter the biological gender, capable of combining the best of male together with female leadership behaviors. It has again been argued that the genderless leadership mixture is the style appropriate to running modern businesses with their “multi-gender, multinational as well as multi9social settings.

In conclusion, the respond to the issue “Why women are better leaders than men in business roles” will seem to talk more regarding the interviewer and the interviewee. The interviewer already appears to have missed the main point in posing the statement, and any response other than one falling within the lines of “it depends” too misses the point. In responding “it depends”, on the grounds of the arguments included in this paper, the answer implies that a female leader may be perceived better than a male leader in a specific environment only to the degree that she is capable of showing the flexibility of leadership inherent to the genderless style and her male colleague is incapable of showing such flexibility. Female leaders could, in fact, possess a

leadership proficiency surpassing that of their male counterparts that have made it possible for them to overcome prejudice barriers that are not encountered by their male counterparts.