1

Dilemmas of Gender

and Diversity

2

Orientation

The diversity challenge - consequences for leadership of treatment of gender

More women in leadership positions, but not senior organizational positions. Why?

Older maps had leadership in terms of masculine attributes and are being increasingly challenged. (e.g. nature of gender differences for collaborative and nurturing behaviours).

The shift raises dilemmas of tokenism and discrimination (‘e.g. glass ceilings’)

3

Platforms of Understanding

Theory of female advantage and diversity dilemmas

Vecchio - dominant theories of male supremacy replaced with mirror-image female theories

Eagly & Carli – female styles offer performance advantages over male ones

Nkomo & Cox – perspectives of discrimination and diversity as a neutral characteristic of social groups.

4

Vecchio - Leadership & Gender Differences

Male leadership advantage being replaced by a symmetrical assumptions of female advantage

Leaders categorized as either feminine or masculine with distinct gender determined styles

Male styles previously concerned with tasks and female ones with concern for people

Veccio maps gender is socially determined. A Leader’s behaviours are not predicted by feminine or masculine style dimensions,

Each leaders displays behaviours associated with male and female characteristics

5

Eagly & Carli: Female Leadership Advantage Theory

Doubt cast on Vecchio’s rejection of female leader advantage

Evidence of consistent differences between men and women on measures of transformational leadership

Transactional styles of leadership show no gender-based differences

The link between female leadership practices and effective performance stronger than that for male leadership practices

6

Context of Prejudice

Eagly & Carli argue that there is wide ranging prejudice towards female leaders

Contributes to glass-ceiling effects and continuing discrimination against women in top positions

Potential advantage of women leaders with transformational styles for supporting change

Aspirin Effect: term coined for studies prompting immediate action based on a small but significant overall effect. The measured differences between male and female leaders are small, but enough to warrant (Aspirin effect) actions to eliminate glass ceiling effects.

7

Nkomo & Cox’s Review of Diversity

Gender studies part of wider issues of inequality and diversity

Diversity poses theoretical and practical dilemmas

Narrow characterisations of diversity emphasize discrimination as consequence of diversity (Race, ethnicity and gender are ‘the big three’)

Broader views (maps) draw on theories of social identity and evolutionary health, and develop a case for celebrating diversity

8

Diversity & Identity

Diversity Map of Nkomo & Cox helps explore nature of identity

Theories of diversity deal with consequences of identity

Social identity theory

Organizational demography

Ethnographic studies

Race / gender studies

9

Remapping Diversity

Celebrate diversity and relevance for enhancing innovation

Restrictive nature of stereotyping arises from ‘either-or’ thinking (‘us and them’)

Essentialist maps lead to difficulties in challenging such polarised beliefs

Interpretive perspectives make it easier to challenge and transcend stereotyping

10

Margaret Thatcher

Leadership StyleoPhysical appearance (symbolic significance)o‘Tougher than you’ approach anything but feminine oBrutal negotiator – no concessionsoAutocratic – demonstrate superiority / humiliate

ReputationoCharismaticoCourageous (seized leadership opportunitiesoSelf-belief

DownfalloCharismatic ‘tipping point’ (hero to zero)oNon-consensual style had generated conditions for overthrow

11

Oriental Glass Ceiling

Cultural factors still exclude women from leadership positions worldwide

Defended by traditionalist groupings

Dilemmas of gender+ Work attitudes reinforced by cultural beliefs+ Too masculine / not masculine enough

Successful Women+ Diligent and a strong will to succeed

12

Diversity leadership

Management of organizational diversity becoming more accepted or at least ‘on the agenda’

Entry barriers for restricted groups to leader positions being relaxed (elites relax entry conditions)

Progress still restricted at higher levels of leadership in many institutional sectors

One resolution of diversity dilemma – ‘Build your own company’

13

Summary

Chapter has focussed on gender to expose dilemmas of diversity which apply more widely

Stereotypical thinking ignores cues of social worth (e.g. evidence of women executives rating highly on transformational leadership factors).

Diversity offers potential for superior performance, but may challenge leaders to understand and deal with differences

Social identity maps suggest how diversity may be treated as a either a problem or an opportunity

Reflection on dilemmas of diversity help overcome rigid (stereotyped) beliefs and suggest superior leadership strategies