Running Head: GENDER DIVERSITY AND WOMEN LEADERSHIP 1
Gender Diversity And Women Leadership
Maurine Karichu
Liberty University Online
GENDER DIVERSITY AND WOMEN LEADERSHIP 2
Gender Diversity And Women Leadership
The question, on which sex is deemed as a more effective one in matters leadership, has
been of key interest over the years. Statistics continue to show a steady uprising of women
heading leading companies thus sparking more debate on this issue. Many researchers
continue to document reports on the differences present in men and women in reference to
psychology, management, and sociology as important factors to consider in leadership. In a
research done by the (Catalyst, 2012) “the double-bind dilemma for women in leadership
damned if you do, doomed if you don’t,” portrays a wrong evaluation of the women in
male-dominated careers like engineering.
Women are evaluated along a masculine standard of leadership along with their male
counterparts who are out rightly favored by their gender. This paper will discuss an
overview of gender differences in leadership. It will also examine the impact of sex
stereotyping and its effects at an organizational level. Finally, the paper will look at the
benefits of non-gender linked leadership styles.
Gender Stereotyping
Researchers have found the notion of (think leader think male) to be a mindset that
has taken over most corporate organizations. Despite the numerous business contributions
of women leaders, men are still largely seen as the leaders by default. Hence women
aspiring for top leadership are caught between a rock and a hard place as they are perceived
as going against the rules of femininity. Gender stereotyping takes along a judgment that
women are emotionally bound than men, hence terming them as taking care of situations as
opposed to men who are known to take charge.
As mentioned above, this becomes a predicament when factored in more masculine
careers like engineering since the women are required to put a lot of effort into proving
themselves so as not to appear out of place. Forbes magazine published an article on a
recently concluded study on the Science, Technology, Engineering, And Mathematics field.
The statistics showed that 27 percent of all computer science jobs are held by women hence
marking this as a worrying trend considering only 20% enrolled in computer science
GENDER DIVERSITY AND WOMEN LEADERSHIP 3
degrees are women.
The publication came up with three key ways to combat gender stereotyping which
upon consideration shows that if well applied, it can help resolve stereotypes of women
across all fields by: first, creation of programs that will encourage women to take up more
leadership positions, secondly, bring in successful young women as mentors in lower
elementary levels as part of the curriculum. Finally, create more visibility when it comes to
the work female leaders have already accomplished. This will help create a mindset in the
young girls, that there are women rallying behind the daily technology that they use.
Uneven Evaluation Between Genders
Catalyst et.al.(2012) in a research “How Do Stereotypes Hinder Women
Advancement,” cites that “the perception held by male managers that women are relatively
poor problem-solvers, can potentially undermine women’s interpersonal influence in
occupations where men outnumber women and men’s views predominate hence, making it
more difficult for women leaders to persuade subordinates to follow their plans and
directions.”
Economists and sociologists have conducted many surveys on wages and promotions
using nationally representative data. Most social scientists conclude that discrimination
accounts for at least a portion of the remaining unexplained gender gaps. In terms of resume
auditing for possible positions, a research review done on (Field Experiments of
Discrimination in the Market-Place Riach, Rich 2002) show a high incidence of sex
discrimination against women in more senior jobs that yield higher status and wages and
against both sexes when they applied for jobs dominated by the other sex.
Incorrect Perceptions
Men and women differ in their dominant nature more so under contemporary
conditions hence affecting effective leadership. Gender stereotypes show that men are
meant to be aggressive, assertive, and competitive. In fact, Meta-analyses have found men
to be more on average physically and verbally aggressive than women although the overall
GENDER DIVERSITY AND WOMEN LEADERSHIP 4
male/ female differences were small to moderate in size (The Sage Handbook of
Leadership. Bettencourt, Miller-Archer 2004, Eagly 1996, Steffen 1986).
Women are portrayed as less competent when they are too soft in their decision making,
thus creating an expected gender stereotype. The above mindset from their fellow workers
goes to prove their female leaders as competent but still disliked. Research findings on
gender differences in the competition have been more equivocal, therefore, ruling out
factors like aggression, and competition for men ; timidity, and motivation for women.
Organizational Barriers to Women Leadership
Over the years Organizations have been structured behind the acceptable norm on male
leadership backed by corporate culture traditions that fit their lifestyles. It then becomes
hard for aspiring female leaders competing against a system that has already failed them
from the onset, to navigate within the same waters as their male counterparts. Various issues
affect the advancement of women at the workplace, but the double bind -dilemma as
mentioned earlier, is one of the most crucial issues hindering women promotion.
The following pointers summarize the most crucial issues that women face as far as
organizational structure goes. Time constraints that women face trying to weave in career
and family. This has often left many women leaders foregoing childbearing or postponing it
all together. The demand for long hours to establish the pay and executive advancement as
most corporate firms are not considerate of this and would rather focus on the per capital
returns.
Lack of networking opportunities in most social groups which are often created for
men like poker games or basketball. Most of these social setups are not gender sensitive and
wouldn’t be open to women joining the men. In most cases, these sessions pan out to be a
hub where extensive business ideas are discussed. Therefore, coming up with a social
connection that seeks to harmonize the two genders is of uttermost importance in any
GENDER DIVERSITY AND WOMEN LEADERSHIP 5
organization.
Gender Diversity and Female Performance
In a 2007 study by Catalyst (The Bottom Line: Connecting Corporate Performance and
Gender Diversity. 2007. P. 6), a link between gender diversity and the financial performance
of corporations was established. The study examined financial performances and the level
of gender diversity of 353 Fortune 500 companies. The companies with the highest level of
gender diversity are referred to as “top-quartile” companies and the companies with the
lowest level of gender diversity are referred to as “bottom-quartile”.
The measures used in the study to examine financial performance were the return on
equity (ROE) and the total return to shareholders (TRS). The companies with the highest
representation of women in the top- management had better financial results than the group
of companies with the lowest representation of women in top management based on return
on equity and total return to shareholders. The same result holds true when financial
performance was analyzed industry by the industry as well; the ROE was bigger in all the
five industries analyzed that had the highest representation of women in top-management
and TRS was bigger in four out of the five industries. In addition, the Global Gender Gap
Report states that evidence from India suggests that women in local government roles make
decisions with better outcomes concerning communities than men when faced with budget
decisions. (Hausmann, R., Tyson, D., Zahidi, S. 2012. P. 40)
Conclusion
As already established on this paper, women are less often considered the stereotypical
leader –type and are less often promoted for leadership positions, despite them being just as
capable as men. In addition, women make up half of the human capital of the world and in
an ever more competitive world, leveraging and promoting women leadership within the
global economy, politics, and society is a fundamental part of success. (Hausmann, R.,
GENDER DIVERSITY AND WOMEN LEADERSHIP 6
Tyson, D., Zahidi, S. 2012, 7)
Equality between men and women is, therefore, a matter of human rights as well as
equity and efficiency since the most important determinant of country ’s competitiveness is
its’ talent– education, productivity and skills of the workforce, as stated in The Global
Gender Gap Report. (Hausmann, R., Tyson, D., Zahidi, S. 2012. P. 37). Therefore,
businesses that have gender diversity on their strategic agenda benefit from getting an
access to the increasingly more educated talent pool of women. According to Catalyst
Report women currently, earn more than half of the bachelor ’s and master ’s degrees in the
United States (57,3 percent and 58,5 percent) and 44,9 percent and 47,3 percent of
doctorates and law degrees. (The Bottom Line: Connecting Corporate Performance and
Gender Diversity. 2004, 6).
Companies promoting gender diversity thus gain an edge over their competitors who ignore
the half of the potential human talent pool.
Having women sufficiently represented in top management has other benefits as well.
Female leaders and workers are seen by some companies as necessary to maintain good
relations with their female clients and women can potentially offer a better insight into
female consumption patterns than their male counterparts. However, the balanced female-
male ratio is important in industries that are less-female orientated as well, such as
construction and information technology industries.
Gender diversity can lead to more innovation in teamwork and to more effective
collaboration. Companies also see gender diversity as a necessary issue to promote due to
their responsibility as an employer (Wang, J. et al. 2012. P. 5).
GENDER DIVERSITY AND WOMEN LEADERSHIP 7
References
Riach, P. A., & Rich, J. (2002, November 19). Field Experiments of Discrimination in the Market
Place*. Retrieved from https://onlinelibrary.wiley.com/doi/abs/10.1111/1468-
0297.00080
Stanger, M. (2012, December 11). It Will Take 73 Years For There To Be An Equal Number Of
Men And Women Leaders. Retrieved from http://www.businessinsider.com/number-
of-women-leaders-will-equal-men-in-2085-2012-11
Desvaux, G., Devillard, S., Sancier-Sulta, S. P. 2010. Women at the top corporations:
Making it happen. P. McKinsey & Company.
PwC invites you to a candid conversation about gender, leadership and advancement in
the workplace. This forum is part of 'Aspire to Lead: The PwC ... | Women
at PwC | Pinterest | Workplace, Gender and Candid. (n.d.). Retrieved August
08, 2018, from https://www.pinterest.com/pin/69665125460614082/
Casserly, M. P. 2012. The Global gender gap is closing but the USA is still failing its women.
Forbes. 24.10.2012. Referenced on 3.9.2013.
http://www.forbes.com/sites/meghancasserly/2012/10/24/the-global-
gender-gap-is-closing-but-the-u-s-is-still-failing-its-women/ Forbes article.
N. (2013, November 23). 2012 Catalyst Census: Fortune 500 Women Executive Officers and
Top Earners. Retrieved from http://www.catalyst.org/knowledge/2012-catalyst-
census-fortune-500-women-executive-officers-and-top-earners
GENDER DIVERSITY AND WOMEN LEADERSHIP 9
The Bottom Line: Connecting Corporate Performance and Gender Diversity. P. 2004. Catalyst.
Referenced on 6.9.2013.
http://www.catalyst.org/system/files/The_Bottom_Line_Connecting_Corpo
rate_Performance_and_Gender_Diversity.pdf
McGregor, J. 2009. Women: The Answer to the Financial Crisis? Referenced on 30.9.2013
http://www.businessweek.com/careers/managementiq/archives/2009/05/
women_the_answer_to_the_financial_crisis.html Business Week.
Wang, J., Chen, J., Sussmuth-Dyckerhoff, C. Women Matter: An Asian Perspective. Harnessing
Female Talent to Raise Corporate Performance.
P. 2012. McKinsey & Company.
Artigas, M., Novales-Famarique, M., Callegaro, H., Women Matter: A Latin American Perspective. P.
2013 McKinsey & Company)
Devillard. S., Graven. W., Lawson. E., Paradise. R., Sancier-Sultan. S.,
Women Matter: Making the
Breakthrough. P. 2013. McKinsey & Company
Effects of Leadership Styles on the Organization . Pirraglia, B. P. 2013 Referenced on 20. 8.2013
http://smallbusiness.chron.com/effects- leadership-styles-organization-10387.html
Where Are The Women? Huhman, RP. 2013. Referenced on 10.9.2013
http://www.forbes.com/sites/work-in- progress/2012/06/20/stem-fields-and-the-gender-
gap-where-are-the- women / Article on
Forbes.
GENDER DIVERSITY AND WOMEN LEADERSHIP 10
Tales From The Front Line. Hobson, M., Gerberding, J., Mayer, M., Lee,
D. P. 2011. Referenced on 15.9.2013
http://online.wsj.com/news/articles/SB1000142405274870410160457624
6773120528078 Article on The Wall Street Journal
Gender Differences on Leadership. Moran, B. P. 1992. Referenced on 21.9.2013
https://www.ideals.illinois.edu/bitstream/handle/2142/7791/librarytrendsv4
0i3h_opt.pdf
Women’s Access To Higher Education. Calvo, J. Referenced on
10.11.2013.
http://www.guninetwork.org/resources/he-articles/women2019s-access-
to-higher-
education#sthash.KMGHzQ9Q.dpuf . Global University Network
for Innovation.
GENDER DIVERSITY AND WOMEN LEADERSHIP 11
GENDER DIVERSITY AND WOMEN LEADERSHIP 12
GENDER DIVERSITY AND WOMEN LEADERSHIP 13
Running Head, GENDER DIVERSITY AND WOMEN LEADERSHIP IN CORPORATIONS 14
