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PERSPECTIVES FOR WOMEN’S LEADERSHIP IN THE 21ST CENTURY

PERSPECTIVES FOR WOMEN’S LEADERSHIP IN THE 21ST CENTURY. IFUW CONFERENCE 15-21 August 2013 Kadir Has University, İstanbul. “A leader is one who knows the way, goes the way, and shows the way.” – John C. Maxwell. MY PROPOSITION .

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PERSPECTIVES FOR WOMEN’S LEADERSHIP IN THE 21ST CENTURY

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  1. PERSPECTIVES FOR WOMEN’S LEADERSHIP IN THE 21ST CENTURY IFUW CONFERENCE 15-21 August 2013 Kadir Has University, İstanbul FULYA SARVAN, AKDENIZ UNIVERSITY

  2. “A leader is one who knows the way, goes the way, and shows the way.” – John C. Maxwell FULYA SARVAN, AKDENIZ UNIVERSITY

  3. MY PROPOSITION Womenhave a strongpotentialforleadership in handlingtheproblemsandmeetingthedemands of humankind in thewake of the 21st century. (Potential is a power not fullyactualized yet) So I contendthat Womenpossessunderutilizedleadershipskillsorabilitieswhichwouldeffectivelymeettheneedfor a newleadershipparadigmiftheycooperativelyactwith a freshgenderawareness. FULYA SARVAN, AKDENIZ UNIVERSITY

  4. TOPICS OF DISCUSSION • A contemporary understanding of leadership • Critical global problems facing world leadership • The new leadership paradigm required • Empirical evidence about women’s leadership • Transformational leadership • My own observations about women’s leadership • Some suggestions FULYA SARVAN, AKDENIZ UNIVERSITY

  5. A CONTEMPORARY UNDERSTANDING OF LEADERSHIP In “Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies” leadership is defined as: ‘‘the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organizations of which they are members’’(House et al., 2004, p. 56). FULYA SARVAN, AKDENIZ UNIVERSITY

  6. A CONTEMPORARY UNDERSTANDING OF LEADERSHIP Badloni (2000) has simplyusedthefirstletters of “leader” to define thesignificantcharacteristics of contemporaryleadership: • Listeningandlearningfromothers, • Energisingtheorganisation, • Actingforthebenefit of everyone, • Development of themselvesandothers, • Empowerment of otherstoleadand • Recognition of achievement” FULYA SARVAN, AKDENIZ UNIVERSITY

  7. CRITICAL GLOBAL PROBLEMS FACING WORLD LEADERSHIP • Worldwideenvironmentalpollutionand global warming • Growingworldpopulation • Famine, povertyandhunger in underdevelopedcountries • Relatedsocialandpoliticalunrest, regionalwars • Pressures of migrationtorichercountries • Growinginequalitiesof incomeandlivingstandardsbetweentherichandpoor • Consequencesof global economiccriseson variouscountriesandsystems • Ethnicandreligiousconflicts • Agingpopulation FULYA SARVAN, AKDENIZ UNIVERSITY

  8. PROBLEMS TO BE ADDRESSEDAt theinstitutionallevel • Actualizing the visionary and missionary objectives of organisations, • Coping with severe competition for resources and /or customers from national or international institutions • Activating the potential talents of people in order to increase innovation and organizational performance • Creating shared values, trust, motivation, cooperation and integrity among the human resources of the organisation. FULYA SARVAN, AKDENIZ UNIVERSITY

  9. THE NEW LEADERSHIP PARADIGM • Considering environmental consequences of human action • Taking responsibility for disadvantaged people • Being accountable for resources under control • Promoting universal ethical and spiritual human values • Creation of shared vision and values activating the trust, commitment and potential talents of followers • Developing a leadership role dedicated to serving the needs of others • Open, supportive and emphatic communication with people • Empowerment of employees instead of centralizing power FULYA SARVAN, AKDENIZ UNIVERSITY

  10. EMPIRICAL EVIDENCE ON WOMEN’S LEADERSHIP • “Womenexhibited a moreparticipativeordemocraticstyle, and men exhibited a moredirective, autocraticstyle” (Eaglyand Johnson, 1990). • ‘‘Women as a groupcomparedto men aredescribed as friendly, pleasant, interested in otherpeople, expressiveandsociallysensitive’’ (Eaglyand Johnson, 1990, p. 235). • “Womenwerefoundtoemerge as socialleadersmorefrequentlythan men …. engagedmoreoften in leadershipbehaviourwhichshowedagreementwithothermembersandsolidarity of views” (EaglyandKarau,1991) FULYA SARVAN, AKDENIZ UNIVERSITY

  11. EMPIRICAL EVIDENCE ON WOMEN’S LEADERSHIP • Women scored higher on emotional intelligence tests than men (Mayer, Caruso and Salovey, 1999). • Women in management roles exhibit ‘‘feminised leader behaviours’ (Omar and Davidson, 2001, p. 40). • Females score higher on the transformational leadership scale compared to males (Mandell and Pherwani, 2003). • Today’s organisations require more talented employees and these are increasingly found to be women (Burke and Cooper, 2004). FULYA SARVAN, AKDENIZ UNIVERSITY

  12. TRANSFORMATIONAL LEADERSHIP • Transformationalleadership, as a newstylebuiltaroundcharacteristicssuch as caring, concernforothers, andnurturing is needed in contemporaryorganisations. • Transformationalleadership, moresothantransactionalleadership, is linkedtoleadershipeffectiveness. • Theattributes of transformationalleadershiparecloselyalignedtofemininecharacteristicscomparedtomasculinecharacteristics. • Thelinking of effectiveleadershiptotransformationalleadership has beenconfirmed in a meta-analysis of 45 studies ( Eagly et al. 2003). FULYA SARVAN, AKDENIZ UNIVERSITY

  13. EMPIRICAL EVIDENCE ON WOMEN’S LEADERSHIP • Recent research concludes that ‘‘women are better suited than men to serve as leaders in the ways required in the global economy’’ (Powell and Graves, 2003, p. 153). • “ It is evident that women possess the qualities of a transformational leader, and it is these qualities that are believed to be required in today’s organisations, which are flatter and less hierarchical in structure” (Jogulu & Wood, 2006). FULYA SARVAN, AKDENIZ UNIVERSITY

  14. MY OWN OBSERVATIONS ABOUT WOMEN’S LEADERSHIP • More women are holding leadership positions in NGO’s fighting for human cause • Women have a greater tendency to abide by universal ethical and spiritual human values • Women can more easily take on the “servant manager” role needed by new type of organizations • The nurturing nature of women make them “better trustees” for human and material resources • Women are less likely to secure information for the sake of personal power FULYA SARVAN, AKDENIZ UNIVERSITY

  15. MY OWN OBSERVATIONS ABOUT WOMEN’S LEADERSHIP • The emphatic powers of women make them “better handlers” of information and communication • Women perform better in the roles of facilitating, mentoring, coaching or simply delegating the goals of the organisation. • Women are less inclined to stick to hierarchy and more inclined to work in teams • And women all over the world are actively contributing to social movements against oppression, environmental destruction, injustice etc. FULYA SARVAN, AKDENIZ UNIVERSITY

  16. WOMAN IN BLACK STANDING IN FRONT OF WATER PUMPED FROM THE POLICE VEHICLES IN TAKSIM GEZI PARK RESISTANCE JUNE 2013 FULYA SARVAN, AKDENIZ UNIVERSITY

  17. WOMAN IN BLACK STANDING IN FRONT OF WATER PUMPED FROM THE POLICE VEHICLES IN TAKSIM GEZI PARK RESISTANCE JUNE 2013 FULYA SARVAN, AKDENIZ UNIVERSITY

  18. WOMAN IN BLACK STANDING IN FRONT OF WATER PUMPED FROM THE POLICE VEHICLES IN TAKSIM GEZI PARK RESISTANCE JUNE 2013 FULYA SARVAN, AKDENIZ UNIVERSITY

  19. WOMAN IN RED STANDING IN FRONT OF WATER PUMPED FROM THE POLICE VEHICLES IN TAKSIM GEZI PARK RESISTANCE JUNE 2013 FULYA SARVAN, AKDENIZ UNIVERSITY

  20. MOTHERS FORMING CHAIN OF PEACE TO PROTECT THEIR CHILDREN TAKSIM GEZI PARK RESISTANCE JUNE 2013 FULYA SARVAN, AKDENIZ UNIVERSITY

  21. MOTHERS FORMING CHAIN OF PEACE TO PROTECT THEIR CHILDREN TAKSIM GEZI PARK RESISTANCE JUNE 2013 FULYA SARVAN, AKDENIZ UNIVERSITY

  22. MOTHERS FORMING CHAIN OF PEACE TO PROTECT THEIR CHILDREN TAKSIM GEZI PARK RESISTANCE JUNE 2013 FULYA SARVAN, AKDENIZ UNIVERSITY

  23. MOTHERS FORMING CHAIN OF PEACE TO PROTECT THEIR CHILDREN TAKSIM GEZI PARK RESISTANCE JUNE 2013 FULYA SARVAN, AKDENIZ UNIVERSITY

  24. MY OWN OBSERVATIONS ABOUT WOMEN’S LEADERSHIP Nevertheless • Forwellknownhistorical, socialandpoliticalreasonswomenarediscardedfrommanagementpositionsand can not fullyutilizetheirleadershippotential • Inmanysituationswomenseemtolacksufficientgenderawarenesstoact in support of womenwhoarenominatedforleadership/managementpositions • Andwomendo not effectivelycooperatewitheachothertodevelopwomen’sleadership FULYA SARVAN, AKDENIZ UNIVERSITY

  25. SOME SUGGESTIONS • As women, we need to develop our gender awareness to provide support to each other in assuming leadership positions. • Gender awareness will help us in formulating the appropriate means for fighting obstacles to women’s leadership SO Let us complain less about gender inequality and do more in encouraging, facilitating and supporting each other in assuming leadership roles FULYA SARVAN, AKDENIZ UNIVERSITY

  26. REFERENCES • Baldoni, J. (2000) 180 ways to walk the lead er ship talk: The “how to” hand book for lead ers at all levels. TX: Per formance Systems Corporation. • Burke, R.J. and Cooper, C.L. (2004), Leading in Turbulent Times: Managing in the New World ofWork, Blackwell Publishing, Malden, MA. • Eagly, A.H. and Karau, S.J. (1991), ‘‘Gender and the emergence of leaders: a meta analysis’’,Journal of Personality and Social Psychology, Vol. 60 No. 5, pp. 685-710. • Eagly, A.H. and Johnson, B.T. (1990), ‘‘Gender and leadership style: a meta analysis’’,Psychological Bulletin, Vol. 108 No. 2, pp. 233-56. • Eagly, A.H., Johannesen-Schmidt, M.C. and Van Engen, M.L. (2003), ‘‘Transformational, transactional and Laissez-Faire leadership styles: a meta-analysis comparing women and men’’, PsychologicalBulletin, AmericanPsychologicalAssociation, Vol. 129 No. 4, pp. 569-91. • House, R., Hanges, P., Javidan, M., Dorfman, P., and Gupta, V. (2004), Culture, Leadership, andOrganizations The GLOBE study of 62 Societies, Sage Publications Inc., Beverly Hills, CA. FULYA SARVAN, AKDENIZ UNIVERSITY

  27. REFERENCES • Jogulu, U. D. , Wood G. J. (2006) “ The role of leadership theoryin raising the profile ofwomen in management”, EqualOpportunitiesInternational, Vol. 25 No. 4, pp. 236-250. • Mandell, B., Pherwani, S. (2003) “Relation ship between emotional intelligence andtransformationallead er shipstyle: A gen der comparison.” Journal of Business and Psychology, 17(3), pp.387-401. • Mayer, CarusoandSalovey, 1999. • Porterfield, J., Kleiner B. H. (2005) “A New Era: Women andLead er ship”, EqualOpportunitiesInternational, Volume 24 Number 5/6, 49-56. • Powell, G.N. and Graves, L.M. (2003), ‘‘Leading People’’, Women and Men in Management, 3rded., Sage Publications, Newbury Park, CA, pp. 133-56. • Omar, A. and Davidson, M.J. (2001), ‘‘Women in management: a comparative cross-culturaloverview’’, International Journal of Cross Cultural Management, Vol. 8 No. 3/4, pp. 35-67. FULYA SARVAN, AKDENIZ UNIVERSITY

  28. Thankyouforyourattention FULYA SARVAN, AKDENIZ UNIVERSITY

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