The following review is indicative of the some of the most important studies within the parameter of the central questions to be addressed.
The situation of women in leadership roles
The theme of female empowerment, the status of women and gender equality are significant issues in the world today. There have been dramatic changes in the past century with regard to the position of women in the workplace and in leadership. It is now generally acknowledged that leadership is a gender -- free concept. However, at the same time there are still very real differences between the genders in terms of advancement, remuneration and position in commerce and society in general. This leads to the obvious question as to why these disparities still exist today in advanced and developed countries.
Understanding these reasons is a complex problem as causative factors include not only gender issues but also historical racial, social and other factors and variables. One should also take into account the fact that although the leadership literature in recent years has begun to include studies on women and leadership, historically, most of the studies on this subject did not see gender as an important issue and did not deal to any great extent with the life experiences of women. As Fine ( 2009) suggests, the views and representations dealing with women in leadership were articulated by men and based on the experiences of a male -- centered worldview (Fine, 2009).
Coleman (2003) refers to a number of "orthodoxies" linked to gender and leadership. These refer to norms that prescribe an inferior status to women as well as the stereotype of a male-centered or 'macho' style of male leadership; which is a stereotype that is not even realistically applicable even to men (Coleman, 2003. P. 325). This is part of the reason why women fare so badly in terms of leadership statistics. As Needleman ( 2010) states, a 2009 study by the New York-based Catalyst Inc. shows that only three percent of chief executive officers and approximately fourteen percent of executive-officer positions within Fortune 500 companies are women. (Needleman, 2010). This aspect is further underscored by other studies; for example, Fischlmayr (2002) states that women are still under-represented in international management. It is generally concluded in many studies that it is more difficult for women than men to become leaders and to succeed in male-dominated leadership roles (Eagly, 2007).
In general, there is a perceived gap between the leadership performance of men and women. Men are often viewed as better leaders, and women often adopt masculine behaviors to fit into male-dominated hierarchical structures and systems. However, there are many studies that show that that in terms of actual leadership qualities there are no differences in gender. This is supported by many studies. A good example is a study on the increased leadership roles and competence of women in leadership by Lockwood ( 2004 ) entitled the glass ceiling: domestic and international perspectives. Lockwood notes that advances have been made in recent years in addressing the issue of the advancement of women in the workplace and in the corporate environment.
Worldwide, individual women have been breaking through the glass ceiling. Since the year 2000, New Zealand has appointed its first woman prime minister; the first woman became president of Central Bank in Finland; the former president of Ireland became the first woman Commissioner of Human Rights in the United Nations; and the World Health Organization has its first woman Director-General, the former prime minister of Norway.
( Lockwood, 2004 )
There has also been an increase in the number of corporate female managers, for example.
Obstacles and Barriers
The literature also provides a wide range of studies and articles on the obstacles and barriers in advancement in leadership roles for women. This is a central concern of the present study. For example, the literature refers to the fact that while there have been more women leaders in various sectors of society in recent decades but that there are some areas where female advancement, particularly in leadership roles, has faced an almost impenetrable "glass ceiling." This is a social barrier that has meant that many women who have leadership and administrative abilities are often prevented from reaching their potential. In an article entitled Women and Leadership: The State of Play and Strategies for Change by Hamrick, F. (2009) the author refers to studies that explore the "…range of circumstantial, environmental, and structural factors that limit women's access to leadership opportunities and explore individual, organizational, and societal strategies for change" ( Hamrick, 2009). This study also refers to areas where these stereotypes have broken down and where there is clear evidence of female leadership capability.
Most conclusions on this approach were vague or indecisive in terms of social, psychological or mental significance (Rice, 1978, 1981; Graen et al., 1972; Ashour, 1973). Furthermore, over the years, many scholars have come to the realization that leadership is situational and hence there are many realistic settings like the environment, the employees, the resources, etc. that determine the characteristics needed in a leader as well as his/her business approach
Solving South Africa's Energy Resource Crisis Introduction The subject of this case study is the role of women in power in South Africa’s energy sector. This case study will answer the question of whether or not South Africa’s first female appointed Minsiter of Minerals and Energy, Phumzile Mlambo-Ngcuka, is responsible for the ejection of the foreign national powers which previously controlled South Africa’s energy sector. There is a considerable amount of evidence
Leticia Herrera, president of ECI, which is a full service maintenance company based in Chicago states that the setbacks often take places as women stereotype themselves. Women should no longer be seen as 'special entities of businesses'. They are simple and plain entrepreneurs. but, many times Hispanic women are typecast into thinking that because of their gender they can not contend, give quality services, or become victorious business owners.
Thus, in comparison to King's leadership style of pacifism and quiet strength, Powell's is a style involving the characteristics of confrontation, sacrifice of personal desires for the best interest of the groups, and confidence in the leader. While Powell's leadership style does not make him a better leader than King, it certainly exemplifies the fact that leadership styles must change based on circumstance. King's quiet strength gained him the
Leadership Course No -- Leadership It had often been said earlier that leadership is an inherent quality in certain individuals, but there are also leaders who are made through management institutions, by organizations, through institutions like the armed forces and even through political relationships, etc. There are certain qualities that a leader must have or develop to be a leader and remain a leader and those are the subject matter of discussion
While this paper may be just a scratch on the surface of what can prove to be a rich and engaging area of new research on women in leadership, it reveals that either way women still has the choice on which path to take. Neither path is easy though the struggle may be in different arenas. And while advocates for the further progress of women to reach top leadership positions
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