1. ADM 612 - Leadership Lecture 13 – Women and Leadership

2. Introduction The impact of demographic characteristics (specifically, gender) on leadership. Sex represents biological characteristics; gender reflects learned behavior. The impact of demographic characteristics (specifically, gender) on leadership. Sex represents biological characteristics; gender reflects learned behavior.

3. Introduction Distortions: –Oversimplified thinking because of only two categories. –Also assumes everyone in a category is identical. Distortions: –Oversimplified thinking because of only two categories. –Also assumes everyone in a category is identical.

4. Introduction Distortions: –Too easy to value one category as superior to the other. –As a result, much of work place decision- making is gendered. Distortions: –Too easy to value one category as superior to the other. –As a result, much of work place decision- making is gendered.

5. Overview of Research Trends Three key research questions: –Can women be leaders (earliest)? –Do male and female leaders differ in their behavior and effectiveness in organizations? –Why do so few women leaders reach the top? Three key research questions: –Can women be leaders (earliest)? –Do male and female leaders differ in their behavior and effectiveness in organizations? –Why do so few women leaders reach the top?

6. Can Women Become Leaders? Yes! 46.6% of workforce, 58% of bachelors degrees, 50% of graduate degrees. Yes! 46.6% of workforce, 58% of bachelors degrees, 50% of graduate degrees.

7. Can Women Become Leaders? But, still earn $0.76 for every dollar earned by men. 15.7% of corporate officer positions, 12.4% of seats on boards of directors of Fortune 500 companies. But, still earn $0.76 for every dollar earned by men. 15.7% of corporate officer positions, 12.4% of seats on boards of directors of Fortune 500 companies.

8. Can Women Become Leaders? 11 female CEO’s in Fortune 1000. Own 44% of all small businesses in U.S, despite the fact that only 5% of venture capital and 3% of government contracts go to women- owned businesses. 12% of state governorships, 14% of U.S. Senators, 15% of U.S. House members. 11 female CEO’s in Fortune 1000. Own 44% of all small businesses in U.S, despite the fact that only 5% of venture capital and 3% of government contracts go to women- owned businesses. 12% of state governorships, 14% of U.S. Senators, 15% of U.S. House members.

9. Can Women Become Leaders? Minorities less well represented, but African- American women have generally done better than African-American men. Role has increased, but still underrepresented compared to presence in work force. Resource-based theory of competitive advantage suggests that many organizations internal resources are being underutilized. Minorities less well represented, but African- American women have generally done better than African-American men. Role has increased, but still underrepresented compared to presence in work force. Resource-based theory of competitive advantage suggests that many organizations internal resources are being underutilized.

10. Gender and Leadership Styles Few differences, but women appear to lead in a more democratic style than men. Women tended to be devalued more if they led in an autocratic or directive (masculine) manner. Women were more likely to lead transformationally and use contingent reward. Few differences, but women appear to lead in a more democratic style than men. Women tended to be devalued more if they led in an autocratic or directive (masculine) manner. Women were more likely to lead transformationally and use contingent reward.

11. Glass Ceiling

12. Motives for Removing Glass Ceiling Fulfill promise of equal opportunity. Increase available talent pool. Increase variety of talents. Increases diversity links to increased productivity. Fulfill promise of equal opportunity. Increase available talent pool. Increase variety of talents. Increases diversity links to increased productivity.

13. Explaining the Glass Ceiling Human capital differences. Gender differences. Prejudice. Human capital differences. Gender differences. Prejudice.

14. Human Capital Differences Women have same capital investment in education, training, and work experience. Child-rearing and domestic burdens interrupt employment continuity. Women have fewer developmental opportunities (prejudice partially a factor). Women have same capital investment in education, training, and work experience. Child-rearing and domestic burdens interrupt employment continuity. Women have fewer developmental opportunities (prejudice partially a factor).

15. Gender Differences Women are more likely to take informal rather than formal leadership roles (may be related to gender bias). Women are less likely to ask for what they want (self-promotion and negotiation). Women are more likely to take informal rather than formal leadership roles (may be related to gender bias). Women are less likely to ask for what they want (self-promotion and negotiation).

16. Prejudice Gender bias in expectations and media coverage of women leaders. Gender stereotypes are pervasive, well documented, and highly resistant to change. People tend to avoid behaviors that trigger stereotypes. Gender bias in expectations and media coverage of women leaders. Gender stereotypes are pervasive, well documented, and highly resistant to change. People tend to avoid behaviors that trigger stereotypes.

17. Prejudice Visual cues can trigger stereotypes. Stereotypes about agentic versus communal roles also discriminate against women. Visual cues can trigger stereotypes. Stereotypes about agentic versus communal roles also discriminate against women.

18. Prejudice Role cross-pressures often work against female leaders. The problem of homosocial reproduction—the tendency of groups to reproduce themselves in their own image. Role cross-pressures often work against female leaders. The problem of homosocial reproduction—the tendency of groups to reproduce themselves in their own image.

19. Prejudice “In sum, substantial empirical evidence reveals that gender stereotypes can significantly alter the perception and evaluation of female leaders and directly affect women in or aspiring for leadership roles” (Northouse, 2007, p. 278).

20. Breaking the Glass Ceiling

21. Strengths Broader understanding of leadership by uncovering conscious and unconscious barriers to advancement. Gender may influence evaluations in various of the leadership theories including contingency, path-goal, and LMX. Broader conversation on the nature of the good life. Broader understanding of leadership by uncovering conscious and unconscious barriers to advancement. Gender may influence evaluations in various of the leadership theories including contingency, path-goal, and LMX. Broader conversation on the nature of the good life.

22. Criticisms Focusing on a single characteristics risks marginalizing the groups. Focus on gender ignores differences on various ethnic categories. Focusing on a single characteristics risks marginalizing the groups. Focus on gender ignores differences on various ethnic categories.

23. Applications Can be applied in all organizations, across both genders, and at all levels. Especially organizations that have had difficulties locating and retaining talented women or developing effective leaders. Can inform women on what they need to do to advance their own careers. Can be applied in all organizations, across both genders, and at all levels. Especially organizations that have had difficulties locating and retaining talented women or developing effective leaders. Can inform women on what they need to do to advance their own careers.