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The Imperative Female Leadership

The Imperative Female Leadership . How Can Women Use Gender and Sex Role Stereotypes As An Advantage In Leadership . Andi Eastwood. Summary. What’s Changing Business ?. 1. 2. 3. 4. Gender Stereotypes & Sex Roles. Organizational Changes. Female Advantage. What’s Changing Business?.

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The Imperative Female Leadership

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  1. The Imperative Female Leadership How Can Women Use Gender and Sex Role Stereotypes As An Advantage In Leadership Andi Eastwood

  2. Summary What’s Changing Business ? 1 2 3 4 Gender Stereotypes & Sex Roles Organizational Changes Female Advantage

  3. What’s Changing Business? World merchandise exports increased over the postwar period, from 7 % of world gross domestic production in 1950 to 17.1 % in 1993 (Krugman, 1995). . • Global Market • Increased Export and Importation • Trade • Outsourcing • Baby Boomers Retiring • Less Available Workforce • The age cohort that follows the Baby Boom group is approximately 18% smaller in both the United States and Europe • (Beeson & Valerio, 2012).

  4. What’s Changing Business? • Available Female Workforce According to Catalyst, in 2008-2009 women earned 36.3% of MBAs (as cited in Beeson & Valerio, 2012). Over the next decade the amount of women achieving graduate or professional degrees will increase by 16% (Cormier, 2006).

  5. Gender Stereotypes and Sex Roles Female traits Male traits • Stereotypes of women often include characteristics such as being gentle, emotional, intuitive, dependent, sensitive, passive, illogical, nurturing, warm, and accommodating” (Kunkel & Dennis, 2003). • The expectation is that leaders in managerial positions are assertive, authoritative, objective and driven ; characteristics associated with masculine stereotype. Women have been viewed in the past as weak or unable to handle the pressures of leadership because of being softer than their male counterparts.

  6. Gender Stereotypes and Sex Roles Female traits Male traits • Emotional • Communicative • Softer on employees • Caregiver / Nurturing • Multi-Task • Flexible • Sensitive • Collaborative / Teamwork • Humble • Powerful • Assertive • Natural Leaders • Non Emotional • In Control • Competitive • Independent • Decisive • Logical

  7. Organizational Change Transition to the future • The opening of the emerging economy is causing an increased access to global consumers and suppliers. • These structural shifts and the increased access to global workforce combined with technology that enables global collaboration in creating a flat business world (Gerth & Rothman, 2007). • This flat business is one that has reduced barriers of communication and has flattened the hierarchy of management.

  8. Organizational Change Transition to the future • End of Hierarchy • Team Based Process • Participative • Decentralized Decision Making

  9. Organizational Change • Transformational Leadership • Transformational leadership is characterized by organizational change and involves the leader to articulate the vision in a way that motivates others to subscribe (Kaslow, Falender & Grus, 2012). • Transactional Leadership • Transactional leadership is a process in which the subordinate’s needs are met if their performance measures up to the leaders expectations (Anantaraman, 1993).

  10. Organizational Change

  11. Moving towards the future… • Changing Business Environment • As Baby Boomers retire the number of women in the workforce continues to increase • The future of organizational management continues to change

  12. Female Advantage There is some research that shows evidence that woman managers tend to use more of a transformational leadership style than transactional (Singh, Nadim, & Ezzedeen, 2012). Women’s sense of connection with their employees and general concern for their welfare instead of a concern for their own power is helping them to be naturally transformational leaders.

  13. Female Advantage Because women tend to naturally have the characteristics described as a transformational leader they will be assets to the changing business organization. Women are comfortable with diversity and prefer direct communication instead of the up and down chain of command (Hegeslsen, 2008). What was once considered a weakness in female leadership style is now becoming the preferred methods and gaining global attention.

  14. Female Advantage

  15. The Research In order to test this theory a survey of global organizations must be created. Survey would measure the ideals of upper level management as well as those throughout. Research on historical organizations climate and progress in relation to changes to transformational leadership

  16. Conclusion The growing economy and changes in the global market will cause a demand for female leadership and the natural transformational leadership they poses.

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