During a workshop I had the pleasure of leading on working with purpose, most of the women in the group listed the same or similar strengths. Among these, were innovation, creativity, effective crisis management, to cite just a few. As we looked at each other, we not only realized we bring similar assets to the workplace, but that these assets are also some of the most, if not the most, important in businesses and organizations today. Yet, what we also realized, is that many, if not most of us, do not value these assets as much as we should. Instead, we tend to place much more emphasis on traditionally masculine leadership qualities such as assertiveness, competitiveness, or ego-driven dominance, for instance.
Research and experience both show there are definitely more “masculine” and “feminine” styles of leadership. These are as much fueled by employees’ perceptions, as they are by the reality of the individual leadership styles of men and women in the workplace. While most of the differences in leadership between men and women are attributed to the social construct of gender, many are also due to how we perceive how men and women lead. While male leaders tend to be associated with strength, arrogance, intelligence, and power, to cite a few qualifiers, women leaders tend to be associated with multi-tasking, empathetic, compassionate and collaborative.
At the end of the day, it’s really about what we think about leadership rather than what leadership can truly accomplish. As a matter of fact, role congruity, or the expectation that people will act according to their gender, changes how leaders are perceived regardless of how effective they are. As a result, women tend to be considered less effective as leaders, and
tend to be more influenced into adopting more of a masculine style of leadership, which is not effective either as not aligned with their natural skills and talents…
So how are women leaders affected by gender-based perceptions of leadership to lead effectively? The answer, or least one of the answers, lies in self-awareness. Women leaders need to cultivate a stronger and deeper awareness of their style of leadership, in conjunction with the culture of their organization. This also means assessing their strengths, opportunities for improvement, opportunities and potential threats, akin to an individual SWOT analysis. However, the fit between women leaders and their organization’s culture is an important factor to consider. As self-aware as women leaders can be, without a proper fit with their organization’s culture, their effectiveness is limited.
Organizational fit can be measured by the alignment of the mission and values of the company, with that of its leaders and employees. Values such as integrity, corporate citizenship, and diversity and inclusion for instance, tend to foster more gender-inclusive styles of leadership. According to Stanford University’s research, organizational culture is measured against two dimensions, including values, as well as how these values are distributed throughout the organization, also known as value crystallization.
For women leaders, at the end of the day, this represents a precious, albeit still underestimated, opportunity to lead as themselves. To lead with increased self-awareness, according to their values, and with a better cultural fit. In other words, to lead like women…
