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30 Cards in this Set
- Front
- Back
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historical view
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-women were inferior to men (1977)
- superiority of women in leadership positions (1990) -researches ignored issues related to gender and leadership until the 70's |
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leadership styles
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mainstream press reported
-there are gender diffrences -contemporary society women's leadership is more effective researchers argue -gender has little to do with leadership style and effectiveness |
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meta-analysis (eagly and johnson, 1990)
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-women were not found to lead in a more interpersonally oriented and less task oriented manner than men
-only gender difference = women use a participative over democratic syle |
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meta analysis
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-women were devalued when working in male dominated environments and when evaluators were men
-evaluated unfavorably when using a directive or autocratic style -female and male leaders evaluated favorably when using democratic style |
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gender and leadership styles
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transformational leadership
-all 4 components of TL (4 i's) -contingent reward component of TL |
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gender and leadership styles
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transformational leadership, meta analysis
-found diff. between men and women leaders on these TL styles -women = more transformational, engage in more contingent reward behaviors - all predict leadership effectiveness |
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gender and leadership effectiveness
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-men and women = effective leaders
-more effective in roles congruent with their gender -women less effective to the extent that leader role was masculinized |
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gender and leadership effectiveness
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women were
-less effective then men in military positions -more effective in edu., gov't, and social service organizations |
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gender and leadership effectiveness
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women were
-more effective in middle mgmt positions; interpersonal skills highly valued -less effective when they supervised a higher proportion of male subordinates -and greater proportion of male raters assessed the leader's performance |
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glass ceiling
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women
-occupy more than half of all mgmt and professional positions -make up nearly half of U.S. labor force -still underrepresented in upper echelons of U.S. corp. and political system |
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the glass ceiling
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women
-only 5.2% of fortune 500 -only 7.9% of highest titles in fortune 500 -less than 2% of fortune 500 CEO's - 3.4% of board seats are held by women of color |
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the glass ceiling
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women in politics
- 81 of 535 seats in congress -14% in senate - 15.4% in house of rep. -3.7% occupied by black women -16.4% represented in national legislatures/parliaments worldwide |
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the glass ceiling
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definition
-invisible barrier preventing women from ascending into elite leadership positions |
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the glass ceiling
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global phenomenon
-disproportionately concentrated in lower-level and lower-authority ldrshp positions -encompass ethnic and minorities as well |
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the glass ceiling
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motivation to remove barriers
-fulfill promise of equal opportunity - find most talented/diverse group of women -gender diversity + greater group productivity = increases in organizations finance performance |
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the glass ceiling
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human capitol differences
-pipeline theory: women haven't been in managerial positions long enough for natural career progression to occur (not supported by research) -division of labor leads women to select mommy track (research doesn't support this) -occupy more than half of all mgmt positions but have fewer dvlpmt opportunities -fewer responsibilities in same jobs as men -less likely to receive recognition -confront barriers to establish informal mentor relationships |
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the glass ceiling
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gender differences
-same level of identification with commitment to paid employment as men -less likely to promote themselves -less likely to emerge as a group leader, but more likely as a social facilitator -face biases when they self promote -less likely to ask for what they want -less likely to negotiate -men are more assertive -women have more integrity |
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the glass ceiling
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gender differences
-newer conceptualizations such as transformational leadership -no longer highlight traditional masculine traits -highlight importance of feminine and androgynous traits |
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the glass ceiling
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prejudice
-stems from stereotypes -preconceptions or women's roles and abilities as a major contribute |
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the glass ceiling
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prejudice
-men are seen as confident, assertive, independent, rational, and deciseive |
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the glass ceiling
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prejudice
-less favorable attitudes toward female than male leaders -greater difficulty for women to attain top leadership roles -greater difficulty for women to be viewed as effective in top leaderships |
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breaking the glass ceiling
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research data suggests that the glass ceiling is cracking
-convergence of factors contributes to leadership effectiveness and rise of female leaders |
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breaking the glass ceiling
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promoting leadership effectiveness
-individual level: use of effective leadership styles and promoting effective negotiations -interpersonal level: decrease gender stereotypes -org. level: org. changes -societal level: gender equity in domestic responsibilities |
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breaking the glass ceiling
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factors contributing to leadership effectiveness and rise of female leaders
-culture of org. changing -gendered work assumptions are being challenged -org. valuing flexible workers and diversity of top managers and leaders -developing effective and supportive mentoring relationships -greater negotiation power for women -effectiveness and predominance of women owned businesses |
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strengths
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-developing a more androgynous conception of leadership will enhance effectiveness by giving people opportunity to engage in the best leadership practices
-research dispells myths about gender gap and shines light on gender barrier that are hard to see and overlooked |
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strengths
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-understanding glass ceiling gives us tools to combat the inequality from many perspectives
-research addresses larger, more significant considerations about gender and social systems |
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criticisms
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-researchers should emphasizes an understanding of the role of race and ethnicity in leadership processes
-researchers should examine differences in the impact of race/ethnicity and gender on leadership |
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criticisms
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-research into gender and leadership is mainly in a western context and should be expanded globally
-research on gender and leadership should expand to include closing the gender gap at home |
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application
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make it easier for women to reach top positions by:
-understanding obstacles -initiate tactics to eradicate inequality effective way to overcome biased expectations is continued use of: -transformational behaviors -contingent reward behaviors |
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application
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-use of effective negotiation aids in getting resources needed at work/home to augment leadership advancement
- increase presence of women in prominent leadership roles by a. changes in organizational culture b. women's career development c. mentoring opportunities for women d. increased numbers of women in strategic positions |
