Gender

A511.8.3.RB

In identifying effective leadership, evaluation of the leader’s past performance and expectation of the leader’s future potential are critical for ensuring the right person is selected for the right position, regardless of gender. Ideally, this would be the most objective process; however, this may not always be the case. Gender equality has been a significant issue over the past decades and even more so today. In fact, as Rosabeth Moss Kanter points out in her interview with the Harvard Business Review, as women representation within leadership positions has increased over the years, reaching the “peak” of many organizations remains an issue due to the overwhelming obligations that require many of these leaders to prioritize their duties as a leader above existing responsibilities (2010). Indeed, the demands of a leader are great and the expectation for the leader to be available to address these demands is equally challenging for both men and women. Kanter adds to this by stating that “the greedy and demanding nature of the very top jobs” is a large part of what prevents some women from seeking or wanting these positions.

Women (leaders) that occupy top level positions in the corporate sector pales in comparison to their male counterparts who have traditionally held these jobs. However, “Companies with a high representation of women board members significantly outperformed those with no female directors, according to a 2011 Catalyst analysis of financial results at Fortune 500 companies” (Egan, 2015). The diversity that is needed at all levels of leadership is vital to an organizations operational objectives and strategic direction. In fact, Matt Egan states that “having leaders with diverse experiences and backgrounds often translates to financial success. That's largely due to the fact that women bring different skills than men and that can lead to more thoughtful deliberations about risk-taking and appealing to female consumers” (2015).

It is the responsibility of organizational leaders to establish a culture that supports gender neutrality and equal leadership opportunity for those seeking and possessing the qualities for increased responsibility. Yukl (2012) tells us that “In the absence of strongly differentiated gender-role expectations, men and women leaders are less limited in their behavior, and there is less bias in how their behavior is evaluated by subordinates and by bosses” (p. 366). For anyone who internalizes themselves to be a leader and are willing to endure sacrifices, should pursue every opportunity to seek tasks or positions with increased responsibility. Moreover, the leader must also make a realistic evaluation of their skills and abilities to ensure that they have the necessary knowledge and experience to be successful, oppose to “biting off more than they can chew” With a carefully planned and resourced leaders training program, an organization would ensure that both men and women are prepared and suited for such an opportunity.

Reference

Egan, M. (2015). Still mission: Female business leaders. CNN Money. Retrieved from http://money.cnn.com/2015/03/24/investing/female-ceo-pipeline-leadership/

Kanter, R. M. (2010). Women, Ambition and (Still) the Pay Gap. Harvard Business Review. Retrieved from https://www.youtube.com/watch?v=EhquUOlBuOY&feature=youtu.be&t=5s

Yukl, Gary A. (2012-02-09). Leadership in Organizations (8th Edition). Pearson HE, Inc.. Kindle Edition.