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In 2005, a year-long study conducted by Caliper, a Princeton, New Jersey–based management consulting firm, and Aurora, a London-based organization that advances women, identified a number of characteristics that distinguish women leaders from men when it comes to qualities of leadership: [12] "Women leaders are more assertive and persuasive ...
Women’s mentoring, networking, and coaching of other women leaders, as well as women’s professional organizations, also supports women’s entry to leadership. [2] However, research has also found a phenomenon known as “queen bee,” where some women leaders may share stereotypical biases against women and legitimize gender inequality.
Agentic leaders tend to be more active, task oriented, independent and focused decision makers. One of the main questions that the research has raised is if being relationship oriented or task oriented correspond to sex differences in leadership, where, women are likely to be more relationship oriented and men are likely to be more task ...
“A significant body of research shows that for women, the subtle gender bias that persists in organizations and in society disrupts the learning cycle at the heart of becoming a leader.” [36] Once this bias is rectified, women will be able to gain leadership positions in their companies and/or organizations.
Leaders who have mastered the art of making grand but not entirely true statements —or outright lying—are also likely to be admired despite the half-truths, according to Pfeffer’s analysis.
Leadership is associated with masculinity in Western culture and women are perceived less favorably as potential leaders. [69] However, some people have argued that feminine-style leadership, which is associated with leadership that focuses on help and cooperation, is advantageous over masculine leadership, which is associated with focusing on ...
The Integrated Psychological Theory of leadership attempts to integrate the strengths of the older theories (i.e. traits, behavioral/styles, situational and functional) while addressing their limitations, introducing a new element – the need for leaders to develop their leadership presence, attitude toward others, and behavioral flexibility ...
Another model that has emerged in the trait leadership literature is the Integrated Model of Leader Traits, Behaviors, and Effectiveness. [3] This model combines traits and behaviors in predicting leader effectiveness and tested the mediation effect of leader behaviors on the relationship between leader traits and effectiveness.