Gender-Related Issues in Leadership - Research Paper Example

Gender-Related Issues in Leadership The essay aims to proffer pertinent issues relative to a review of related literature on the topic of gender in leadership. Relevant research studies on the subject would be analyzed where significant points would hereby be cited and highlighted to reveal diverse viewpoints on gender in leadership. Different authors’ evaluations and concerns on gender biases, attitudes towards promotions, and stereotypes in gender in leadership would be discussed. The discourse would thereby reveal if indeed leadership’s effectiveness and the ability towards goal accomplishment are highly influenced by gender differences. A concluding portion would summarize points that were discussed and future thrusts for research on the subject. Gender-Related Issues in Leadership One of the most frequently researched topic focuses on leadership. The evolution of theories and concepts proposed and promulgated by various scholars and practitioners have undergone constant and continuous development until contemporary times. Aside from the traditional thrusts delving into leadership styles, characteristics or best practices in famous organizations, one of the controversial issues confounding leadership is the effect or influence of gender, among other demographic factors. Leadership concepts and contemporary theories evaluate the effect of gender in leadership in terms of according the benefits, prerogatives, and even challenges on equal terms. In this regard, the essay aims to proffer a review of related literature on the topic of gender in leadership. Relevant research studies on the subject would be analyzed where significant points would hereby be cited and highlighted to reveal diverse viewpoints on gender in leadership. Review of Related Literature According to the research study conducted by Gedney which is aimed to determine a relationship or link between gender and leadership effectiveness from her personal experience in the military, she initially provided crucial qualities identified from effective leaders. Her findings divulged that “leadership effectiveness is not gender-specific, but there seem to be many attributes that are found in both males and females that lend themselves to becoming an effective leader” (Gedney, 1999, p. 2). This fact was validated by Kelly, a Lieutenant Colonel of the U.S. Air Force, who averred that “men and women operate in the work environment in somewhat different ways based upon genetic/biological differences, cultivation, communication styles and to some extent, the characteristics of the particular career field chosen” (Kelly, 1997, p. 26). Since the military is a male-dominated profession, Kelly’s findings disclosed that “women who choose careers as military leaders generally adapt or fit in to survive, become isolated with the organization (generally ineffective members), or they leave. Adaptation creates a more homogenous organization, but predisposes harassment and limits diversity. The US Air Force forfeits benefits and advantages which women would normally contribute; those very attributes considered essential to strategic leadership of the future” (Kelly. 1997, pp. 35 – 36). In this regard, promotions to leadership positions in male-dominated careers could still exhibit biases, especially in gender. The study of Gedney (1999) cited Kolb as indicating that “when we reviewed this literature we were struck by the prejudice against women. Research has demonstrated that there are far more similarities than differences in the leadership behaviors of women and men, and that they are equally effective. Still, women are less likely to be pre-selected as leaders, and the same leadership behavior is often evaluated more positively when attributed to a male than to a female” (Kolb, 1997, p. 371). Interestingly, Gedney (1999) likewise cited Mitchell’s book that clearly reveals the extent of eminent gender bias in the military, to wit: “were it not for the intense political pressure, there would be virtually no women in the military today” (Mitchell, 1998, p. xiii). One can understand that from the point of view of the author, who is a woman, the contents of the controversial book written by Mitchell are magnified in terms of focusing on information that contends male-dominance in that career. There are statistics that actually support the truth to her allegations. As of the time of Gedney’s writing in 1999, “of the 284 Air Force general officers on active duty today, there are only 7 females among them, for a 2% representation” (Gedney, 1999, p. v). The author further categorized barriers for women aspiring for leadership positions in the military in terms of areas such as perceptions and attitudes of senior officers towards women in the military, the masculine culture, and stereotyping. To provide a more balanced discourse in other fields of endeavors, the study conducted by van Engen and Willemsen (2009) presented a more expansive review of gender and leadership by presenting a holistic approach that evaluated a total of 80 authoritative resources on the subject. Their findings disclosed that “sex differences in leadership styles still existed towards the end of the twentieth century. In general, however, male and female managers lead similarly; the overall effect size was .05, and only 27% of the comparisons resulted in a significant stereotypic difference in leadership style. Still, sex differences have not diminished or vanished” (van Engen & Willemsen, 2009, p. 19). Further, Lyons and McArthur indicate that “the challenges that women face in accommodating themselves to male-defined executive roles and suggests how corporate leaders--men in particular--can make these detrimental effects discussable within their own executive suites” (Lyons & McArthur. 1998, 1). These generalizations were arrived at from an interview with 44 senior executives from various corporations of admired businesses in the United States, where the focus of the questions about leadership were: (1) what are the executives strengths and weaknesses? (2) How good is she at strategic thinking? And (3) how effective is he operationally? The findings revealed that “gender is an active variable in the assessment of male and female executive leadership” (Lyons & McArthur, 1998, p. 3). Apparently, it was evident that the concept of stereotyping apparently emerged from the responses made by the male executives expressing their strong belief that leadership is synonymous with male dominated culture. In addition, gender alone (female) was manifested as a barrier to promotion to higher leadership ranks. Further, when asked to comment on overall performance, male executives comment more on a woman’s gender than their male counterparts. Accordingly, the Lyons and McArthur (1998) disclosed that “no matter how she behaves, the fact that a woman is a woman puts her at odds with prevailing norms for leaders at the top of corporate organizations. A woman executive may exhibit many of the behaviors expected of someone in her role; nonetheless, her gender stands out and often works against her success” (Lyons & McArthur, 1998, p. 3). Conclusion The current research aimed to review various literatures and studies that were conducted on the topic of gender in leadership. Different authors have evaluated and highlighted relevant concerns including gender biases, attitudes towards promotions, and stereotypes in gender in leadership. Various research studies have thereby revealed that contemporary organizations have continued to practice biases in gender that precludes women to assume leadership positions. Biases were eminent and resulted not so much on attributes or essential elements for leadership; but more so, on the stereotyped masculine culture that continue to pervade contemporary societies in general. With increasing awareness from results of continued research that aims to determine if indeed leadership’s effectiveness and the ability towards goal accomplishment are highly influenced by gender differences, future research must provide measures to address the bias and unjust stereotyping of women, who are as effective leaders of equal capacities with men. Contemporary leadership theories continue to evolve, adapt and adjust to the changes of the global environment. The issues on gender in leadership should transcend from focusing on inequality based on genetic or biological differences, cultivation, communication styles, the characteristics of the chosen field of endeavor or personalities, to the effective promotion of responsibilities and tasks of leaders, regardless of gender, towards the accomplishments of identified organizational goals. References Gedney, C.R. (1999). Leadership Effectiveness and Gender. Retrieved 02 October 2010, from Kelly, Martha JM. (1997). Gender Differences And Leadership: A Study. Retrieved 1 October 2011, from . Kolb, J.A. (1997). Are We Still Stereotyping Leadership? Small Group Research, Vol.28 No. 3, pp. 371 – 388. Mitchell, B. (1998). Women in the Military: Flirting with Disaster. Regnery Pub, Inc. Van Engen, M.L. and Willemsen, T.M. (2009). Gender and leadership styles: A review of the past decade. WORC Paper 00.10.09. Retrieved 03 October 2011, from Read More