How Does Gender Affect Leadership Style

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Register to read the introduction… Stereo typing views specifically on gender and leadership which have been studied in 1960’s and 1970’s confirmed that women were thought to be unfit for leaders and management positions. Women have identified stereotypes that men make better leaders as an important barrier to the most senior position in business. Stereotypes threats has had a negative impact on women, the assumption that women are less capable of assuming leadership roles prohibits them to attain leadership roles.
When women use their natural characteristics e.g. nurturing, communal, charismatic and participative, then they are considered to be too nice. On the other hand if women practice predominately “male characteristic” for example direct, aggressive, prescriptive, then they deemed to be too harsh. In other words ‘Damned if you do, Damned if you don’t’, a study released by (Catalyst
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Similarly Europe and Japan, have a low percentage of female senior consisting of 8% in Belgium to 0.3% in Japan (Adler, 1993)
This literature suggested that women involvement in the business industry is next to none, it is not a fair representation of the opportunities given to their male counterpart. The cultural stereotype of leaders is male and the above statistics illustrates that.
Studies shows that for many years men have dominated senior roles in the corporate world and although women leaders are on the rise, there are very few women in senior management positions. The favouritism over male leaders can cause a barrier for women to gain leadership roles; women may feel intimidated at the vast amount of leaders to compete with. The leadership style adopted by women is not viewed as serious attributes to lead an organization to success according to previous research .
Traditional gender stereo types represent women as deficient in attributes believed necessary for managerial success (Eagly et al,
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