10Women’s Double Bind Madonna Whore Chaste, domestic, caring mother Sexy, seducing, fun-loving playmateDouble-bind: 1) psychological impasse created when contradictory demands are made of an individual…so that no matter which directive is followed, the response will be construed as incorrect. (2) A situation in which a person must choose between equally unsatisfactory alternatives; a punishing and inescapable dilemma.
12Key Leadership Skills Consulting Delegating Influencing Upward Inspiring OthersIntellectually StimulatingMentoringMonitoringNetworkingPlanningProblem-SolvingRewardingRole ModelingSupportingTeam-BuildingAsk audience:What are key “female” leadership skills?Which are key “male” leadership skills?Research shows that both male & female leaders buy into gender stereotypes believing that women excel at female skills and men at male skills. This limits both male & female behavior in the workplace because of the false dichotomy (either/or).
13Think-Leader-Think-Male Women are ATYPICAL leadersGender stereotypesEmphasize “natural differences”Mutually exclusiveMen & women are more similar than differentMore variation among women than between women & men
14Numbers at a Glance50.6 %all management & professional positions held by women in 20051.8 %Fortune 500 CEOs who were women in 20060.7 %Increase in women’s representation in Fortune 500 companies from
15Some Corporate Practices Gender Discrimination Lawsuits in last 10 yearWalmart, Home Depot, Lucky Stores, and Smith Barney2004: Walmart vs. 1.6 million plaintiffs
16Potential Corporate-Gender Pitfalls “Women don’t want this kind of work”Gender-associated stereotypes in evaluations“a sweet person”Influence of job assignments, training, or promotionsExistence of gender-segregated job ladders or career pathsNo incentives for bias-free decision-makingDisparate opportunities for advancement & pay for equal skills
17Catalyst’s Damned & Doomed Extreme PerceptionsHigh Competence ThresholdCompetent but DislikedCatalyst is the leading advisory & research organization working work businesses and the professions to build inclusive environments and expand opportunities for women at work.The Double-Bind Dilemma for Women in Leadership: Damned if you Do, Doomed if you Don’t was published in 2007.
18Extreme Perceptions Too Soft Too Hard Acting in gender-consistent ways Cooperative, relationship-focused mannerNot a leaderToo HardActing in gender-inconsistent waysAuthoritative, ambitious, task-focusedLeader-like, not ladylike
19High Competence Threshold Prove again & againMore time and energy than male counterpartsManage stereotypical expectationsWork harder to prove equal competence
20Competent but Disliked Social disapprovalLess likely to trust or follow instructionsLess effectiveLess personableLess likely to exert interpersonal influenceAppreciated for leadership style or interpersonal style – not both
21Women Leaders’ Strategies Talk OpenlyShow them OtherwiseUse Clear & Effective CommunicationMinimize the Issue
22Talk Openly Immediately confront the inequitable situation Clearly communicate concernsNote when a comment/behavior is inappropriateDo not discount your own feelings or perceptionsAddress assumptions to create awareness
23Show them Otherwise Show your competence Be consistent Be visible, seek high-level assignmentsSpeak up at meetingsFind a mentor
24Clear & Effective Communication Let people know what you wantAsk questionsBe diplomaticLearn the jargon
25Minimize the IssueLearn to ignore gender and act in gender-neutral waysReframe the issue to your advantageAdapt yourself to the context
26Recognizing Current Limitations Women now comprise a majority of college graduatesUnderrepresented in leadership positionsHeld to a different standard (Clinton)
27Conclusions No single “woman’s point of view” Acknowledge gender’s rolePush for alternative (nonlinear) career path options
28ConclusionsGroups emphasize preexisting gender inequities more than independent projectsGender differences impact leadership positionsMix assertion with sociability