Women in Management - Scotiabank - Case Study Example

WОMЕN IN MАNАGЕMЕNT Name: Course Instructor’s name Institution Date WОMЕN IN MАNАGЕMЕNT Summary of main academic perspectives on the topic Claims, theories and speculations have been made by scholars about why leadership styles vary between women and men in managerial positions. However, recent studies have revealed that “emergent” leadership style that is normally associated with women managers is more effective that the traditional management in organization. In this case, women management of organization is claimed to be based on the readiness of an individual to step up and take responsibility of an issue (Patterson 2012, pp.380-384). This style of leadership is not common among the men in managerial position since these studies have revealed that these men in managerial positions are less likely to relinquish power and responsibilities for others will better abilities to take up. The concept of women in management is associated to the managerial style which is non-positional and focuses more on the personal qualities of the individuals in management rather than focusing on the an individual’s formal power and hierarchical style of leadership (Lorbiecki and Jac, 2009, pp.17-31). This has led to women based management to be considered to be more effective since these studies have shown that women are more profoundly interwoven into most organizations fabrics and have assumed authoritative positions which shows the great amount of influence that they have in an organization. Scholars also emphasizes that these studies do not make any relatively big generalization when they depict that women based management tends to be more inclusive compared to men based management (Bielikowski 2013, Pp. 5(4).). Real life examples of Douglas Conant, former CEO of Campbell’s Soup was famously known for her exclusivity influential attribute in her managerial tenure in this organization. Additionally, Sally Helgesen in her published book: The Female Advantage: Women Ways of Leadership claims that women managerial style and attributes is opposites of the traditional managerial style which was dominated by men. In this case she stresses that women in management operate in an astonishing way which is characterized by nonhierarchical manner. Thus, she claims that women in management do not show any interest in titles or perks and always prefer modesty in their organization management (Lipton, 2017, pp.64-80). She further claims that women in managerial positions tend to lead from the center as opposed to the traditional managerial style dominated by men where they lead from the top. In this case, Helgensen argues that this managerial style employed by women in managerial positions ensure that they are able to draw people within the organization around them as well as creating tendrils connecting the organization personnel’s with the organization’s management. This managerial style adopted by women in managerial positions also ensures that the usual barriers in the organization management placed by the hierarchies associated with tradition managerial style dominated by men are broken. On the other hand, this managerial style adopted by women in managerial position ensures that information within the organization is passed more easily since it breaks any bureaucratic communication barriers within the organization (Devanna, 2010, pp.469-481). Thus, women in managerial position are also claimed to prefer receiving information from the individuals directly concerned rather than receiving information that has been conveyed up a chain of command. The shift of the organization behavior when women are more profoundly allocated managerial position in organization has led to the concept of importance of soft skills in organization management to crop up. Hence, in the nineteenth century soft skills in management were often seen as a weakness. In this particular era in organization the go-it-alone touch approach in organization management was highly viewed and even idolized by many. In this case, the societal perception of this approach is evident through the famously ran cover story by Fortune Magazine on “America’s Toughest Bosses” (Dezsö and Ross, 2012, pp.1072-1089). In this case, this perception revolved around the thought that these individuals characterizes by their toughness and no-nonsense approach in business were tough but they got things done. In addition to this, the tough managerial approach could be related to the real-life case of the former America Airline CEO Robert Crandell who was known for his hostility. Summary of main practical implications Scholars also argue that the tough managerial approach is not as effective as it used to be in the nineteenth century by the fact that not a lot of people are writing about these type of managers nowadays. They argue that the understanding of organization management has evolved over the years and it has shifted from the approach of showcasing that one is in charge and instilling fear on their subordinates to orchestrating other personnel’s within the organization to bring the best out of each other (Devanna 2010, pp.469-481). On the other hand, scholars also argue that this shift in managerial approach in organization that is being experienced today is associated to the influence that women have in organizations (Krambia-Kapardis 2012, Pp3(1)). Consequently, there is argument that this shift in organization management where women are becoming more influential in the organization is associated to the experienced changes in technology where it has become progressively more non-hierarchical and web-like which is fostered by female leadership style. There are also foreseeable practical implications of women in leadership position. Some of these real-life implications of women based management supports talent, business success, as well as innovation. Thus, the concept of women in managerial position has also fostered the impact of the organization management on the employee’s careers (Cook 2014, pp.1-2). Women in managerial position prefer direct managerial systems rather than the bureaucratic systems associated with tradition managerial system which was dominated by men. Therefore these female managers are more likely to deal directly with the organization personnel and also instill some motivational aspect as well as keenness to meet responsibilities (Dulak, 2014, pp.51-6262-51-6262). In line with this, Rick Waugn the former CEO Scotiabank stresses on the impact of women in leadership on the organization workforce. In this case he states that the importance of the type of manager that an organization has determines whether the organization employees including the most skillful and talented ones are going to stick in the organization. In this case, he emphasized that since the women based managerial system like that in Scotiabank revolves around coaching, developing and mentoring organization the workforce employees are more likely to stick with this particular organization. In addition to this he claims that the men based management rarely focuses on workforce growth and development therefore, the organization employees do not stick in these organizations. The other evident practical implication of the impact of women in managerial position is evident through several studies conducted on organizations listed under the Fortune 500 and 1,000 corporation in the US and European markets where it was realized that a significant percentage of organization with relatively higher percentage of women in managerial position performed relatively better financially through having better financial outcomes compared to the organization whose percentage of women in managerial positions were significantly lower (Dezsö and Ross, 2012, pp.1072-1089). The other practical implication of women in leadership is Michael Sokolove’s profile at the Duke University’s men basketball team. In this published profile Sokolove claims that the achieved success of Kryzewski can be attributed to the fact that he coaches the way a woman would have coached. Thus, Sokolove, argues that Kryzewski’s coaching style can be claimed to be interpersonally sensitive. He further claims that Kyyzewski embraces the transformational leadership style associated with women leadership style where he is viewed as a role model by the rest of the team hence it is easy for him to gain the team’s confidence and trust which leads to the much achieved success. Recommendations Evidently women in managerial position play a huge role in organizations this is associated to the call for organizations to embrace diversity within their workforce. In this case, for a case such as the success achieved by Duke University’s basketball team the transformational leadership style commonly associated with women leadership style was a huge success for the organization. It is therefore recommended for organization to embrace transformational leadership styles especially due to its impact in ensuring that the organization workforce gains a relatively amount of confidence and trust which significantly contributes to the organizations success (Devanna, 2010, pp.469-481). On the other hand, through the evident observation of the impact of women in managerial position in Scotiabank, organizations should be keen to embrace diversity ensuring that its management embraces workforce development which in return boosts the organization turnover rate and the commitment level of the workforce. References Bielikowski, J. 2013. Women in the management – cases of Turkish women progress in the it ranks. Journal of Intercultural Management, Pp. 5(4). Cook, S. 2014. How Women Leaders Can Become Game Changers. Women in Higher Education, 23(1), pp.1-2. Devanna, M. 2010. Women in Management: Progress and Promise. Human Resource Management, 26(4), pp.469-481. Dezsö, C. and Ross, D. 2012. Does female representation in top management improve firm performance? A panel data investigation. Strategic Management Journal, 33(9), pp.1072-1089. Dulak, W. 2014. The lost leaders: how corporate America loses women leaders. Choice Reviews Online, 51(11), pp.51-6262-51-6262. Krambia-Kapardis, M. 2012. WOMEN IN BOARDS: DICHOTOMISING THE GLASS CEILING. Corporate Board: role, duties and composition, Pp3(1). Lipton, B. 2017. Writing through the labyrinth: Using l’ecriture feminine in leadership studies. Leadership, 13(1), pp.64-80. Lonnquist, P. 2014. How To Be Outrageous! Women Leaders' Self-Confidence. Women in Higher Education, 23(1), pp.8-14. Lorbiecki, A. and Jack, G. 2009. Critical Turns in the Evolution of Diversity Management. British Journal of Management, 11(s1), pp.S17-S31. Patterson, N. 2012. Women in Management Worldwide: Progress and Prospects (2nd ed.)20124Marilyn J. Davidson and Ronald J. Burke. Women in Management Worldwide: Progress and Prospects (2nd ed.). Surrey, UK: Gower 2011. 395 pp., ISBN: 9780566089169 £65.00 ($119.95), hardback. European Journal of Training and Development, 36(2/3), pp.380-384. Read More