Often, women are described as ‘nurturing’ and ‘caring’ leaders. As further research has been conducted on women’s leadership, traditional thinking about women’s leadership has given way to new paradigms of gender diversity.
Yet, a recent Harvard Business Review article, ‘Women in Management: Delusions of Progress’, indicates only marginal realisation of progress for women in business leadership.
Case;
1. Consider the factors that contribute to this dilemma.
Consider this week’s literature as well as the ideas expressed in this week’s media resources, and then ;
2. discuss the role of stereotypes in the selection and acceptance of female leaders.
Using this week’s literature,
3. identify and discuss three success factors for female leaders.
Special instructions;
Remember to cite and reference examples from the readings and journal articles for this week.
Also ensure that the paper is properly structured with an introduction , the key issues and a very firm conclusion with reason to the conclusion.
References
Carter, N.M. & Silva, C. (2010) ‘Women in management: delusions of progress’, Harvard Business Review, 88 (3), pp.19-21, Business Source Premier [Online]. Available from:
http://sfxhosted.exlibrisgroup.com.ezproxy.liv.ac.uk/lpu?title=Harvard+Business+Review&volume=88&issue=3&spage=19&date=2010&issn=&eissn= (Accessed 1 October 2010).
Week 7 Weekly Notes
Module Text
Northouse, P.G. (2013) Leadership: theory and practice. 6th ed. Thousand Oaks, California: SAGE Publications, Inc.
Chapter 14, ‘Women and Leadership’
This chapter focuses on the examination of women’s leadership styles and effectiveness in contrast to men’s leadership. It discusses the gender gap in leadership, and finally proposes solutions to promoting women in leadership.
Articles
McKenna, M.A. (2007) ‘Women in power’, New England Journal of Public Policy, 22 (1/2) pp.7-16, Business Source Premier [Online]. Available from: http://sfxhosted.exlibrisgroup.com.ezproxy.liv.ac.uk/lpu?title=new+england+journal+of+public+policy&volume=22&issue=1%2F2&spage=7&date=2007
In this article, the author examines gender gaps in existing leadership roles within the U.S. and around the world. Indicators related to language, stereotypes and expectations (of self and others) help to deconstruct some of the historical inequities. As a result, the author emphasises the need for continued support of women to achieve leadership positions.
Rowley, S., Hossain, F. & Barry, P. (2010) ‘Leadership through a gender lens: how cultural environments and theoretical perspectives interact with gender’, International Journal of Public Administration, 33 (2), pp.81-87, Informaworld Social Science Humanities Collection [Online]. Available from: http://sfxhosted.exlibrisgroup.com.ezproxy.liv.ac.uk/lpu?title=international+journal+of+public+administration&volume=33&issue=2&spage=81&date=2010
This article presents a theoretical analysis of leadership theories from the perspective of gender. Behavioral and contingency theories are explored as well as transformational leadership theory. Gender inequality, gender as a distinct influence in leadership, gender-specific and gender shared leadership traits are explored in depth in an effort to synthesise perspectives and provide a gender-inclusive look into broad-based successful leadership approaches.
Handout
Module Project Final Submission
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MEDIA
Fifty Lessons, Ltd. (Producer). (2010) The importance of education and mentoring. Video [Online]. Click here to access media
Chairman and publisher of Black Enterprise magazine, Earl Graves discusses his commitment to African American men and the raising up of the school systems that, he believes, are failing to provide our children the best education. He also shares his specific approach to mentoring. (4:29 minutes) (Click here for a transcript of this media program)
Fifty Lessons, Ltd. (Producer). (2010) Leaders sit in a powerful spotlight. Video [Online].
Click here to access media
Jay Conger, Henry Kravis Research Chair professor of the Kravis Leadership Institute at Claremont McKenna College, explores through a powerful anecdote, the dangers as well as the opportunities of being under scrutiny as a leader. Modeling the behaviour you expect from your team (while under the leadership magnifying glass) can have an equally broad, but positive influence on your team. In other words, harness the spotlight and leverage the benefits it can provide to you as a leader. (5:36 minutes) (Click here for a transcript of this media program)