Gender and Leadership
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While researchers and top-notch academicians assumed issues related to gender and leadership up to the 1970s (Chermers, 1997), the issue of Gender and Leadership has been in the limelight in recent times due to a high increase in the number of women in the leadership posts. Good excellent and recommendable performance by the female gender make this even more interesting since it beats the traditional norm of a powerful man born a leader and a powerful woman as an anomaly. This has led to eyebrow rising by scholars who tend to study this growing subject. Gender is crucial because of the usual way of thinking that the male gender is much made for the leadership role more than the female gender. As a result of an increase in women’s presence in leadership positions, we can also say that the female gender is much acquainted with the lead role and their male counterparts. Does this raise questions such as; women can lead differently from men? Why are women underrepresented in elite leadership roles? Are there any challenges that the female gender face in their quest for leadership quest?
Lisa, a market analyst in a well-regarded firm, is faced by advancement barriers even though she is a well reputable worker with an outstanding performance. The firm’s CEO brings her into trouble spots during their weekly staff meetings to delay her advancement. She also faces delays in her promotion since one of her peers had already been promoted even though she had a clear surpassing performance compared to him. The firm’s top executives would have granted Lisa due promotion based on her performance, not her gender. If this were too big for them, they would have accepted the partnership deal that Lisa had asked for. They would have also played down their fear of females dominating or occupying space in their top offices since this would have given Lisa the impression that there is still room for promotion or advances.
Diversification of leadership in the firm would have gotten opportunities for both Lisa and Pamela in the firm. This would have made them feel as important as their male colleagues. A decrease in the firm’s male stereotypes would have led to less a do about their promotion, also diluting the advancement barriers. Gender equity in domestic responsibilities’ distribution of responsibilities equally to all participants would have provided an opportunity for Lisa’s and Pamela’s growth hence more opportunities.
An increase in the number of women in strategic roles would have helped Lisa’s male colleagues appreciate the gender consciousness since this would have brought an impression that females can work as hard as the male can do. Giving a chance to women’s career development would have led to Lisa’s and Pamela’s career rising, thus sending a signal to the male colleagues that the females are appreciated. A change in the organization’s culture like higher recruitment of females, an increase in the number of females in top offices, a timely promotion of employees regardless of the gender would have made the male colleagues appreciate the females hence a rise in the gender consciousness of Michael and Lisa’s male colleagues.
References.
Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications
Germain, M. L. (2012). Traits and skills theories as to the nexus between leadership and expertise: Reality or fallacy?. Performance Improvement, 51(5), 32-39.