Leadership Hashim

BISMILLAHBISMILLAHAL’REHMANAL’REHMAN

AL’RAHEEMAL’RAHEEM

HASHIM MUHAMMAD HASHIM MUHAMMAD IBRAR KAYANIIBRAR KAYANI

MBA-MARKETINGMBA-MARKETINGBBA-ITM (IIUI)BBA-ITM (IIUI)RAWALPINDIRAWALPINDI

LEADERSHIPLEADERSHIP

WOMEN AND THE LABYRINTH OF WOMEN AND THE LABYRINTH OF LEADERSHIPLEADERSHIP

INTRODUCTIONINTRODUCTION

If one has misdiagnosed a problem, If one has misdiagnosed a problem, then one is unlikely to prescribe an then one is unlikely to prescribe an effective cure. This is the situation effective cure. This is the situation regarding the scarcity of women in regarding the scarcity of women in top leadership because people with top leadership because people with the best of intentions have misread the best of intentions have misread the symptoms, the solutions that the symptoms, the solutions that managers are investing in are not managers are investing in are not making enough of a difference.making enough of a difference.

UNITED STATESUNITED STATES

Women occupy more than 40% of all Women occupy more than 40% of all managerial positions.managerial positions.

In “FORTUNE 500” companies only In “FORTUNE 500” companies only 6% are women at top positions, 2% 6% are women at top positions, 2% of the CEOs and 15% of the seats of of the CEOs and 15% of the seats of the boards of directors are held by the boards of directors are held by women. women.

EUROPEAN UNIONEUROPEAN UNION

50 largest publicly traded 50 largest publicly traded corporations got an average of 11% corporations got an average of 11% of the top executives and 4% of the of the top executives and 4% of the CEOs and heads of boards, and just CEOs and heads of boards, and just 1% of fortune magazine’s “Global 1% of fortune magazine’s “Global 500” have female CEOs.500” have female CEOs.

Glass Ceiling MetaphorGlass Ceiling Metaphor ““Wall Street JournalsWall Street Journals”” Carol Hymowitz Carol Hymowitz

and Timothy Schellhard.and Timothy Schellhard. they just couldn’t break through the they just couldn’t break through the

glass ceiling.glass ceiling. President Richard NixonPresident Richard Nixon

““I don’t think a women should be in any I don’t think a women should be in any government job whatsoever .. mainly government job whatsoever .. mainly because they are erratic. And emotional. because they are erratic. And emotional. Men are erratic and emotional, too, but Men are erratic and emotional, too, but the point is a woman is more likely to be” the point is a woman is more likely to be”

WALLS ALL AROUNDWALLS ALL AROUND

Vestiges of prejudiceVestiges of prejudice Resistance to women’s Resistance to women’s

leadershipleadership Issues of Leadership StyleIssues of Leadership Style Demands of family lifeDemands of family life Underinvestment in social Underinvestment in social

capital.capital.

VESTIGES OF PREJUDICEVESTIGES OF PREJUDICE

United States in 2005United States in 2005 men $1men $1 = women 81 = women 81¢¢

U.S. Government Accountability officeU.S. Government Accountability office survey 1983 through 2000.survey 1983 through 2000. wages predicted by gender and other wages predicted by gender and other

characteristics.characteristics. women earned 44% less than men.women earned 44% less than men.

Christine Williams (sociologist)Christine Williams (sociologist) Men ascend to supervisory and Men ascend to supervisory and

administrative positions more quickly than administrative positions more quickly than women.women.

RESISTANCE TO WOMEN’S RESISTANCE TO WOMEN’S LEADERSHIPLEADERSHIP

Kim Campbell, the prime minister of Kim Campbell, the prime minister of Canada in 1993.Canada in 1993. ““I don’t have a traditionally female way of I don’t have a traditionally female way of

speaking …I’m quite assertive. If I didn’t speaking …I’m quite assertive. If I didn’t speak the way I do, I wouldn’t have been speak the way I do, I wouldn’t have been seen as a leader. But my way of speaking seen as a leader. But my way of speaking may have grated on people who were not may have grated on people who were not used to hearing it from a woman. It was the used to hearing it from a woman. It was the right way for a leader to speak, but it wasn’t right way for a leader to speak, but it wasn’t the right way for a woman to speak. It goes the right way for a woman to speak. It goes against type.”against type.”

Sets Of AssociationsSets Of Associations

Affectionate, Affectionate, helpful, friendly, helpful, friendly, kind, sympathetic, kind, sympathetic, Gentle, Gentle, interpersonally interpersonally sensitive, soft-sensitive, soft-spoken. spoken.

Aggressive, Aggressive, ambitious, ambitious, dominant, self-dominant, self-confident, forceful, confident, forceful, self-reliant, self-reliant, individualistic. individualistic.

Communal (Female) Agentic (Male)



NonverballyNonverbally such as starting at others while speaking such as starting at others while speaking

to them or pointing at people, is a more to them or pointing at people, is a more damaging behavior for women than for damaging behavior for women than for men. men.

VerballyVerbally assertive behaviorassertive behavior Simple disagreeing can sometimes get Simple disagreeing can sometimes get

women into trouble.women into trouble.

MALE MALE DOMINANCEDOMINANCE

ISSUES OF LEADERSHIP ISSUES OF LEADERSHIP STYLESTYLE

(Marietta Nien-hwa Cheng)(Marietta Nien-hwa Cheng) ““I used to speak more softly, with a I used to speak more softly, with a

higher pitch. Sometimes my vocal higher pitch. Sometimes my vocal cadences went up instead of down. I cadences went up instead of down. I realized that these mannerisms lack the realized that these mannerisms lack the sense of authority. I strengthened my sense of authority. I strengthened my voice. The pitch has dropped … I have voice. The pitch has dropped … I have stopped trying to be everyone’s friend. stopped trying to be everyone’s friend. Leadership is not synonymous with Leadership is not synonymous with socializing.”socializing.”


TYPES OF LEADERSHIP STYLETYPES OF LEADERSHIP STYLE Transformational leadershipTransformational leadership Transactional leadershipTransactional leadership


Transformational leadershipTransformational leadership establish themselves as role models establish themselves as role models

by gaining follower’s trust and by gaining follower’s trust and confidenceconfidence

state future goalsstate future goals develop plans to achieve those goalsdevelop plans to achieve those goals innovateinnovate


Transactional leadershipTransactional leadership establish give-and-take establish give-and-take

relationshipsrelationships clarifying subordinate’s clarifying subordinate’s

responsibilitiesresponsibilities rewarding them for meeting rewarding them for meeting

objectivesobjectives correcting them for failing to meet correcting them for failing to meet

objectivesobjectives


Transformational Transformational

leadershipleadershipTransactional Transactional

leadershipleadership

LEADERSHIP STYLES


Transformational Transformational

leadershipleadershipTransactional Transactional

leadershipleadership

LEADERSHIP STYLES

LAISSEZ-FAIRSTYLE


laissez-fair stylelaissez-fair style.. It concluded that transformation style It concluded that transformation style

along with the rewards and positive along with the rewards and positive incentives associated with the incentives associated with the transactional style to be more suited to transactional style to be more suited to leading the modern organizations.leading the modern organizations.

DEMANDS OF FAMILY DEMANDS OF FAMILY LIFE LIFE

The most fateful turns in the labyrinth are The most fateful turns in the labyrinth are the ones takenthe ones taken under pressure of the under pressure of the family responsibilities. family responsibilities. they have fewer years of job experiencesthey have fewer years of job experiences fewer hours of employment per year, fewer hours of employment per year,

In one study of Chicago lawyersIn one study of Chicago lawyers Women are partner in some law firmsWomen are partner in some law firms 60% had no children60% had no children had delayed childbearing until attaining had delayed childbearing until attaining

partner status.partner status.

UNDERINVESTMENT OF UNDERINVESTMENT OF SOCIAL CAPITALSOCIAL CAPITAL

very little time for socializing.very little time for socializing. Women can find it difficult to engage in Women can find it difficult to engage in

and benefit from informal networking and benefit from informal networking composed of men which are centered on composed of men which are centered on masculine activities. masculine activities.

The recent gender discrimination The recent gender discrimination lawsuit against Wal-Mart provides lawsuit against Wal-Mart provides example that one executive received example that one executive received feedback that she probably would not feedback that she probably would not advance in the company because she advance in the company because she didn’t hunt or fish.didn’t hunt or fish.

MANAGEMENT MANAGEMENT INTERVENTIONS THAT INTERVENTIONS THAT

WORK:WORK: Increase people’s awareness of the psychological Increase people’s awareness of the psychological

drivers of prejudice toward female leaders, and work drivers of prejudice toward female leaders, and work to dispel those perceptions.to dispel those perceptions.

Change the long-hours norm.Change the long-hours norm. Reduce the subjectivity of performance evaluation.Reduce the subjectivity of performance evaluation. Use open-recruitment tools, such as advertising and Use open-recruitment tools, such as advertising and

employment agencies, rather than relying on employment agencies, rather than relying on informal social networks and referrals to fill informal social networks and referrals to fill positions.positions.

Help shore up social capital.Help shore up social capital. Prepare women for line management with Prepare women for line management with

appropriately demanding assignments.appropriately demanding assignments. Welcome women back.Welcome women back.

CONCLUSIONCONCLUSION

Labyrinths become infinitely Labyrinths become infinitely more tractable when seen from more tractable when seen from above. When the eye can take in above. When the eye can take in the whole of the puzzle – the the whole of the puzzle – the starting position, the goal, and starting position, the goal, and the maze of walls – solutions the maze of walls – solutions begin to suggest themselves.begin to suggest themselves...

Education

Leadership Hashim