Leadership Style of Men and Women Essay -- Gender Leader Leading Leade

Leadership Style of Men and WomenWomen do have different leadership styles from men. As Bodyshop founder Anita Roddick says I act upon my company according to feminine principles principles of caring, making intuitive decisions, not getting hung up on hierarchy, having a sense of bet as being touch off of your life, not separate from it putting your labour where your love is, being responsible to the world in how you use your profits recognising the bottom line should stay at the bottom. The problem with actually mapping these differences is that the triple-crown male managerial stereotype is so strongly embedded in organisational life that female managers are pressured to conform to it, thereby confusing research results.Interest in the impact of gender on leadership is relatively new. The first studies were conducted in the US in the early 1970s when male managers at nine insurance companies were asked to characterise women in general, men in general and successful managers. Successful managers were overpoweringly identified exclusively with male traits. Many similar studies have been carried out since that time and all have demonstrated that the successful managerial stereotype be male. Women managers perceptions of the successful manager are only slightly less conclusive. Unlike the women managers in the 1970s and 1980s not all female managers today sextype the successful manager as male however, no one, male or female, ever identifies the successful manager as feminine. Male, and only to a slightly lesser extent, female, managers handle to describe successful managers as possessing masculine traits, such as self-confidence, competitiveness, decisiveness, aggressiveness and independence.Positive differencesMany managers, both male and female, agree that sex differences in prudence style do exist. Interestingly both describe womens differences in positive terms. Yet when researchers ask managers to describe their own management styles they usually chance upon no significant differences between genders. Does this mean no difference exists? No. What these findings reveal is the extent to which individuals characterise themselves in terms of dominant managerial values, in this case masculine behaviour. At the same time managers describe themselves in terms that fit with the prevailing rhetoric of good management practice, now... ...rrectness. Fear of the go on that can arise if being critical of any woman, or challenging the current wisdom of how femininity can add to the boardroom, maintains the myth of gender differences influencing work related military operation.The way forwardTodays economic reality is oversupply. Too many products and services are chasing too few consumers. In gild to get that, extra 2% which will make the difference, each organisation has to look to itself. Helping people to become more motivated to sell or to provide a higher level of service, requires that staff and management improve dialogue and their internal communications. In effect, internal diversities need to be turned into uncomparable strengths, which give the organisation that extra push. What is the value of sending men and women on separate courses or being given different treatment (unless a exceptional case exists), when aim is to pull together in order to survive and prosper?Managing diverse groups to achieve a cohesive philosophy and consistency of performance is what is required of todays corporate leader. Evidence shows that women and men are as adept, or as bad, as each other at responding to this challenge.