Eagly (2007) states that gender stereotypes persist as people continue to believe in the typical characteristics associated with men and women. Men are often seen as leaders, which reinforces the idea that women lack the necessary qualities for high-level positions. Traits commonly linked to men include confidence, assertiveness, independence, rationalization, and decisiveness. On the other hand, women are frequently associated with traits like concern for others, sensitivity, nurturance, helpfulness, and warmth (Deaux & Kate, 1993; Heilman, 2001).
Research shows that the concept of a “leader” is often associated with masculinity, with assertive and dominant behavior seen as typical in leaders. This perception leads to women facing dislike, criticism, and devaluation when they display competent leadership in traditionally masculine areas. Women often experience being unheard and having their comments and suggestions dismissed or minimized in meetings, while the same input from men has more impact. (Eagly, Makhijani, Klonsky, 1992)
Despite societal expectations, I have an assertive way of speaking that isn’t traditionally feminine. This manner is essential for being seen as a leader, but it may make some people uncomfortable when a woman speaks in this way. In 1993, Kim Campbell (prime minister of Canada) expressed how it is considered appropriate for a leader but not for a woman, going against societal expectations. Numerous studies have been conducted to comprehend the reasons why women are still underrepresented in high-level positions.
The majority of women have a tendency to see themselves as followers rather than leaders, and believe they are less innovative and strategic. They are also less likely than men to actively pursue leadership positions (Bowels & McGinn, 2005). Women typically prioritize matters related to people and the quality of performance, while men are more focused on effectively managing their emotions and projecting an extraverted demeanor in their environment. When women embrace stereotypically masculine qualities as leaders, society often perceives them as tough because they deviate from the conventional female image.
When women exhibit leadership styles that align with traditional feminine traits, they are often perceived as ineffective and passive leaders because characteristics typically associated with men are considered more effective for leadership. One gender difference that gives men an advantage in leadership is their greater tendency to assertively pursue their goals (Babcock & Laschever, 2003). Negotiation abilities and self-promotion are crucial for attaining high-ranking positions and breaking through the “Glass Ceiling,” which represents the obstacle preventing qualified women (or any other minority) from advancing within a company’s hierarchy. Although there has been an increase in the number of women in lower-level and middle-level managerial and administrative roles over the past four decades, only 15-16% of executive C-level positions have been occupied by women since 2002. Moreover, approximately 17% of Senate members and 16.8% of House representatives are female.
Despite the ongoing obstacle of the “glass ceiling” in women’s pursuit of higher leadership positions, there have been noteworthy strides. Hillary Clinton’s campaign for president received recognition with “18 million cracks,” and Nancy Pelosi made history as the first female speaker of the House, showcasing considerable progress in shattering this barrier (Center for American Women and Politics, 2009). Additionally, recent findings indicate an increasing trend of men engaging in childcare and household chores (Eagly & Carli, 2007). As a result, numerous organizations are changing their attitudes towards women leaders to facilitate their advancement to top roles.
To surpass the glass ceiling, women must take initiative and develop a strategic plan for success. Instead of relying on recognition, female leaders should identify their superiors’ expectations and incorporate strategies in their plan to fulfill those demands. They should actively seek out training opportunities, involve themselves in committees, and participate in prominent projects. It is crucial for them to choose a profession or job that aligns with their strengths and personality traits as this will aid them in overcoming any obstacles they face.
To overcome the glass ceiling, women leaders must actively promote themselves and strive for increased visibility. They should confidently seek additional responsibilities, willingly take on challenging tasks and risks, and be mindful of potential obstacles they may encounter. Establishing connections with influential individuals, seeking mentorship for guidance, and continuously improving their skills are crucial steps for women in leadership positions. By achieving success and cultivating strong networks, women leaders can help break down barriers. Furthermore, it is important for them to set realistic expectations to prevent setbacks. Additionally, excelling at identifying key issues within complex situations demonstrates their suitability for executive roles.
Studies indicate that individuals who excel and surpass others tend to achieve top positions. In leadership discussions, the term “Labyrinth” symbolizes the complexity and variety of obstacles encountered on the journey towards high-level leadership roles. It is easy to picture a female leader facing the challenge of navigating through this intricate maze, which includes twists, turns, barriers, and dead ends.
To successfully navigate the labyrinth, individuals must show persistence, self-awareness, and careful path selection. Women face various challenges in this labyrinth such as family responsibilities, discrimination, and leadership style issues. Among these challenges, those related to family responsibilities are especially demanding. For example, women often pause their careers, take more days off, and work part-time which leads to fewer years of job experience and less annual work hours. In the end, these factors impede women’s career advancement.
Women tend to have slightly less work experience and employment continuity compared to men. This is primarily because women often bear a disproportionate amount of responsibility for childcare and domestic tasks. Research has indicated that even when women attempt to alleviate this burden by sharing child-rearing responsibilities with their husbands, relatives, or paid caregivers, they still feel unsatisfied and do not fully enjoy their work due to their natural maternal instincts (Bowles & McGinn, 2005; Eagly & Carli, 2007).
Some women opt to remain unmarried or childless, while others choose part-time employment to manage conflicts between work and home life (Hewlett, 2002; Nieva & Gutek, 1981). Typically, those in positions of authority do not promote mothers with young children to high-level positions, assuming it would be inappropriate to advance women with domestic responsibilities. Transformational Leadership and Women Every woman possesses inherent leadership and organizational abilities. The traditional stereotype of women has remained constant.
Women are the true leaders of the family, seeking harmony and balance. They initiate renovation projects, oversee the household, and assign responsibilities to ensure ongoing progress. Research has revealed that women are transformational leaders, known for their motivating and inspiring style. They are viewed as role models and mentors, empowering workers and fostering innovation. This holds true even in organizations where success is already prevalent (Eagly & Carli, 2007).
Both men and women have different strengths in certain aspects of leadership. Women tend to excel in rewarding employees for good performance, while men are skilled at utilizing punishment. However, both genders are commonly seen as motivating and inspiring leaders. A transformational leadership style could be advantageous for women as it incorporates nurturing and feminine elements that go beyond gender. By educating, fostering, and encouraging workers to excel, women can effectively lead. It is crucial to consider the implications of this and take appropriate actions going forward.
Historically, women have traditionally held the role of a mother before progressing to positions such as manager, director, or president. This pattern has consistently occurred and it is hoped that it will continue. However, in recent times, women have been excelling in the management world and achieving significant accomplishments. The question arises whether they aspire to reach even higher levels of success. I believe this is a personal decision; nonetheless, women should carefully consider and evaluate their choices before making it. They should begin by envisioning their ultimate goal (Covey, 2004). Despite encountering various obstacles along the way, many women have pursued executive-level roles.
The understanding of the challenges women face in reaching top leadership roles, such as the Glass Ceiling and the Leadership labyrinth, reveals that while attainable, it demands resilience to overcome these obstacles. Despite encountering multiple failures, individuals must persist for success. Before embarking on this path, women should identify their desires and values while being self-aware and acknowledging their abilities. Rather than accepting mediocrity, they should possess a grand vision and formulate a strategic plan.
It is crucial to have women leaders at the table. They must demonstrate their capabilities, engage in discussions, and be willing to take risks. It is vital for them to actively listen and interrupt without hesitation when necessary, as long as they have a strong understanding of the subject matter. Women in leadership should acknowledge and address obstacles they face while actively pursuing training and educational opportunities and seeking guidance from multiple mentors. Ultimately, embracing failure as a pathway to success is essential for women leaders. In today’s predominantly male society, it remains easier to prioritize men over women for leadership positions.
It is important to recognize that women often face the challenge of taking on male roles in order to succeed in leadership positions, which prevents them from being true to themselves. Additionally, they must smoothly transition after work and fulfill their responsibilities as a caring mother, attentive daughter, and loving spouse.
References
Covey, S. R. (2004). The 7 Habits of Highly Effective People. New York, NY: Free Press.
Quinn, R. E. (1996). Deep Change: Discovering the leader within. San Francisco, CA: A Wiley Imprint.
Bowles & McGinn, 2005. Why the best man for the job is a woman.New York: HarperCollins
Heilman, M. E (2001). Description and prescription: How gender stereotypes prevent women’s ascent up the organizational ladder.Journal of Social Issues, 657-674.
Babcock, L., & Laschever, S.(2003). Women don’t ask: Negotiation and the gender divide.Princeton,NJ : Princeton University press.
Eagly,A.H.& Carli,L.L.(2007) . Through the labyrinth :The truth about how women become leaders.Boston :Harvard Business School Press.
Hewlett,S.A(2002) . Creating a life :Professional women and a quest for children.New York:Talk Miramax.
Nieva,V.E.,& Gutek,B.A(1981) Women and work:A psychological perspective.New York:Praeger
