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

1. “Female Leadership for a sustainable European Management Model (EMM)”Literature study

2. 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

3. 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)

4. A (business)case for women • Business arguments • Why do women matter in management? • Positive relation between the number of women in the company and corporate performance? • Intrinsic importance of diversity • Importance of gender and diversity an sich • Women’s proportional representation affects the workplace experiences • Female leadership for a sustainable EMM • 10 areas for key for management success

5. Pitfalls of female leadership • Trade-off between family and work • Discrimination • Prejudice • Resistance to female leadership • Visibility, exaggeration of differences and stereotyping

6. 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

7. 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

8. Recognition of a specific female leadership style • Gender roles and leadership roles • Female leadership: communal and/or transformational? • Gender and values

9. 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

10. 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 feminine • Example: “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

11. Gender and values • Focus on differences between male and female leadership styles is popular • Consider possible sex values in leadership behavior • Conclusion: women attach other value than man to •  helping others • difference between themselves and others • support regulations, citizens, consumers and environment • materialism and competition

12. 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 • Valuesfor leadership in the European Management Model(EMM) •  long-term thinking •  stakeholder engagement •  social accountability •  professional development

13. 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 similarlyfor ♀ and♂