Gender Dynamics of Organizational Leadership & Politics - Article Example

Gender Dynamics of Organizational Leadership & Politics Introduction In the United States as well as in other countries that mainly value the element of individual achievement as opposed to collectivism, an immense amount of focus and attention is directed towards the capacity and skills of the leaders. In other words, the traditional values that are mainly associated with power and leadership in the U.S construe the masculine ideologies of leadership as one that encompasses toughness and stoicism. In contrast, the traditional feminine attributes that include empathy and gentleness are mainly equated to poor managerial qualities and leadership (Lakshmi & Peter, 2015). The stereotypes, therefore, affect individual's perceptions on leadership and gender in a manner that can often result in arriving at dislikes for discussions while leaving the issues that are pervasive and result into inflammatory forces within an organization. Given this, the wool over our perceptions and eyes in regards to the gender dynamics, in this case, harms women and men within the work environment, thus distorting their views of an effective leadership and managerial practice. This paper, therefore, seeks to underpin the manner in which gender affects our organizations in terms of leadership and power. Gender and Effects in Organizations in Terms of Leadership and Power It has often been argued that women have the capacity to inculcate power in inspiring and empowering their subordinates, an aspect that is attributed to their capacity to develop interpersonal skills with their male counterparts. Furthermore, Lakshmi & Peter (2015) alleges that women are assumed to be comfortable in encouraging the participation and the facilitation of inclusion, the enhancement of their subordinate’s self-worth, the sharing of information and power, and re-energizing others within a work environment, a view that has often been assumed for a weakness. Other studies equally establish that the authority of women mainly comes with their ability to communicate with their subordinates, thus establishing that women mainly locate authority at the heart of an organization and not at the head. Paradoxically, the view of women as naturally oriented transformational leaders has not been received well in several organizations. Much of the leadership literature currently place much focus and emphasis on individuals from different genders in the different position of authority. Several if not all of the researchers who focus much on leadership studies consider this as a quality of a given set of individuals. This view in regards to the nature of leadership is mostly referred to as the great man theory or rather the traits approach as established in the views of Lakshmi & Peter (2015). The prospects of this perspective, therefore, hold that leadership is the responsibility and privilege of a given or a selected population group possessing the requisite and distinguishing traits to lead. It is evident that the implications of their theory are clear; that leaders have an impact on the behavior and beliefs of his or her subjects, an aspect that is believed to be in contingent to their actualization and possession of varied leadership traits. Leadership studies have made efforts driven towards lending their legitimacy to the stereotypical female models and their impact in leadership, alleging that women are bound to display significant traits that are mainly associated with the transformational approach of leadership, an approach that is positioned as an alternative to the transactional leadership trait which mainly focuses on ensuring that a series of desired results are met by providing a give-and-take kind of deal to the subordinates. Transformational leadership as adduced by Monzani et al. (2015) is therefore associated with leader's efforts to inspire their subordinates, efforts that results in the establishment of trust and motivation that pushes the subordinates to achieve beyond an organizations expectations, efforts that reveal that they are true to the aspirations and values that are central to an organization. Implications of Hyper-Masculinity in an Organization Perpetuated Masculinity remains a phenomenon that is mainly embedded in the foundations of the American culture, an aspect that tends to be more toxic in nature in the manner in which individuals relate within an organization. Organizations currently serve as a safe haven for leaders and employees who support the need for the development of hyper-masculinity and hegemonic work environment whole, on the other hand, preventing the same population group from the exposure to challenging and opposing personality traits to their individual ideas of masculinity. Given this, it is essential to note that the main implications regarding the development of a hegemonic masculinity and hypermasculinity within an organization mainly embodied by men is linked to the emergence of different behaviors that include the exploitation of women and homophobia. In this regard, a review of Monzani et al. (2015) journal reveals the need to call for actions aimed at understanding the emerging behaviors in organizations that may contribute significantly to hyper-masculinity in leadership in an effort to address and help in combating the increasing cases of racial stratification, the exploitation of women, and the increase in cases and instances of sexual assaults within the work environment. Gender Stereotypes and Its Impact on How Leaders are Viewed Several studies show that the stereotyping of a good leader as either a man or a woman still remains in existence. This simply implies that the recent changes in organizations in regards to the proportions of women to male managers may significantly affect the two managerial stereotypes, an aspect that has often lead to the preference of male characteristics and leaders. As established in the social role theory, female managers are portrayed to suffer several disadvantages resulting from prejudices that relate to managerial and gender stereotyping that believes good women leaders are caring and sensitive, an aspect that is a mere perception since this view major on portraying women as weaker leaders as opposed to men (Dello Russo, Miraglia & Borgogni, 2017). Among the women leaders, it is essential to note that there are cases of incongruences in regards to their gender roles within society as portrayed by different cultures and their managerial and leadership skills and roles. Such incongruences as established by Dello et al., (2017) have often led to the negative evaluation of female leaders and managers. In accordance to the views of Dello et al., (2017) women described as successful leaders and managers within the organization are considered to have both feminine and masculine characteristics in order to stick to their leadership and managerial positions. In other words, it is assumable that the traditional feminine attributes that include empathy and gentleness are mainly equated to poor managerial qualities and leadership. The stereotypes, therefore, affect individual's perceptions on leadership and gender in a manner that can often result in arriving at dislikes for discussions while leaving the issues that are pervasive and result into inflammatory forces within an organization. Documented Opinions on Gender and Leadership Gender and leadership remain a subject that is mainly concerned with two fundamental views that include the determinants of female and male differences in their assumption of leadership behaviors and positions and the manner in which leadership is viewed as a gendered concept. Several studies document varied differences between the female and male leaders in the accomplishment of tasks through the inclusion of varied interpersonal styles. Males, as pointed out in these studies, tend to be task-oriented while females are believed to be relationship-oriented (Smith, 2014). Such differences as have however been observed in men while omen subjects have not in laboratory experiments in an effort to speculate the manner in which they behave as leaders. However, it is essential to note that female leaders and managers do not in any way show any differences in their leadership skills and abilities give that their actions have been found to associate with those of their male counterparts in regards to competitiveness, drive, temperament, and skills. The other element that has been widely documented by several studies lies in determining whether leadership and managerial positions remain a gendered concept. In understanding this view, there is a need to have an understanding of how gender is produced in organizations. According to Bolden, Gosling & Hawkins (2011), gender remains part of the methods and logic utilized by organizations in determining the practices and activities they need to adopt. Several organizations allege that they are gender-neutral through the hiring of both female and male employees who have the requisite skills and qualifications. However, the truth of the matter lies in the fact that the ostensibility of a gender-neutral organization is a mere approach to pull the community, thus establishing the manner in which organizations are biased (Simmons, Shoup & Burns, 2014). Given this, it is essential to note that social practices are mainly structured in regards to gender. Since the social structures are a replica of the reproductive segmentation and division of people in terms of their genders, there is evidence that the gendering concept emerges in organizations, hence gender is considered as a property of an institution. Documented Opinions on Gender and Power Matters that relate to power inequalities within the work environment remain phenomenon's that may be explained through the socialist famish point of view. The ideology, therefore, posits that the measures put in place to control material resources remain necessary for the survival. Gender remains one of the single most causes perceived as persistent given the fact that the manifestations and consequences construed by power relations (Ryan & Haslam, 2007). This clearly reveals that understanding gender remains significant in enhancing the understanding of power. As established in this study, the authority of women mainly comes with their ability to communicate with their subordinates, thus establishing that women mainly locate authority at the heart of an organization and not at the head. Paradoxically, the view of women as naturally oriented transformational leaders has not been received well in several organizations. Despite the current commitments that have been made in regards to establishing gender equity, it is essential to note that women often undergo complex discrimination in several regions due to their misuse of power by their male counterparts. Gender and power on the other hand as adduced in the views of Veldsman & Johnson (2017) are at odds given the fact that we currently live in a male-dominated kind of society where the element of patriarchal power holds the key of freedom as well as self-identity of individuals within the society. As established in this case, it is essential to note that the current work environment and the society accord the positions of authority to men since they are believed to have the capacity and ability to excerpt and exercise full control require in running organizations. Men in society have been accorded higher positions, thus placing women in lower positions and in constant demand for their freedom and rights of equality. Leadership Theory Application Facts from varied studies reveal that women typically display varied traits associated with the transformational leadership theory. It is, in this case, essential to note that applied theories are mainly relevant and can be used in the corporate environment and in the world in drawing an understanding on the manner in which gender parity can achieve within organizations. Theories can, in this case, be used in underpinning the manner in which women can be engaged in leadership (Huffman, Cohen & Pearlman, 2010). Given this, it is essential to note that the models of women development and leadership as well as its related theories motivate and advance the levels of leadership within organizations with the intention of establishing a sense of rational responsibility that mainly emerged in dedicating the personal connections that are needed in organizations, thus helping in drawing perceptions on a sense of responsibility and dedication aimed at construing connections with different individuals in an effort to advance leadership. Conclusion As established in this paper, the engagement of women in leadership and in managerial levels of responsibilities is an aspect that has widely been ignored by several organizations given the established societal perceptions about women. Leadership studies have made efforts driven towards lending their legitimacy to the stereotypical female models and their impact in leadership, alleging that women are bound to display significant traits that are mainly associated with the transformational approach of leadership, an approach that is positioned as an alternative to the transactional leadership trait which mainly focuses on ensuring that a series of desired results are met by providing a give-and-take kind of deal to the subordinates. The traditional values that are mainly associated with power and leadership in the U.S construe the masculine ideologies of leadership as one that encompasses toughness and stoicism. In contrast, the traditional feminine attributes that include empathy and gentleness are mainly equated to poor managerial qualities and leadership. The stereotypes, therefore, affect individual's perceptions on leadership and gender in a manner that can often result in arriving at dislikes for discussions while leaving the issues that are pervasive and result into inflammatory forces within an organization. References Bolden, R., Gosling, J., & Hawkins, B. (2011). Exploring Leadership : Individual, Organizational, and Societal Perspectives. Oxford: OUP Oxford. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=942430&site=ehost-live Dello Russo, S., Miraglia, M., & Borgogni, L. (2017). Reducing Organizational Politics in Performance Appraisal: The Role of Coaching Leaders for Age-Diverse Employees. Human Resource Management, 56(5), 769–783. https://doi.org/10.1002/hrm.21799 Huffman, M. L., Cohen, P. N., & Pearlman, J. (2010). Engendering Change: Organizational Dynamics and Workplace Gender Desegregation, 1975-2005. Administrative Science Quarterly, 55(2), 255–277.  Lakshmi, S. V., & Peter, A. J. (2015). Gender Difference and Its Implications for Organizational Effectiveness: Real or Constructed. Journal of Contemporary Management Research, 9(1), 52–79.  Monzani, L., Hernandez Bark, A., van Dick, R., & Peiró, J. (2015). The Synergistic Effect of Prototypicality and Authenticity in the Relation Between Leaders’ Biological Gender and Their Organizational Identification. Journal of Business Ethics (Vol. 132, pp. 737–752). Ryan, M. K., & Haslam, S. A. (2007). The Glass Cliff: Exploring the Dynamics Surrounding the Appointment of Women to Precarious Leadership Positions. Academy of Management Review, 32(2), 549–572. https://doi.org/10.5465/AMR.2007.24351856 Simmons, D. C., Shoup, J. R., & Burns, J. (2014). Organizational Leadership : Foundations and Practices for Christians. Downers Grove, IL: IVP Academic. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=685004&site=ehost-live Smith, A. (2014). Getting to the Helm: Women in Leadership in Federal Regulation. Public Organization Review, 14(4), 477–496. https://doi.org/10.1007/s11115-013-0240-0 Veldsman, T., & Johnson, A. (2017). Leadership Dynamics and Well Being : Perspectives From the Front Line. Randburg: KR Publishing. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=1663056&site=ehost-live Read More