King Saud University Leadership Theory and Practice Discussion

Description

In our textbook, it is mentioned that the gender gap in leadership is a global phenomenon whereby women are disproportionately concentrated in lower-level and lower-authority leadership positions than men (Powell & Graves, 2003 as cited in Northouse, 2022, p. 395). 

The explanation that Northouse offers for this gap lies in his Leadership Labyrinth (Figure 14.1) below (Northouse, 2022, p. 395):

Source: Northouse, P. G. (2022). Leadership: Theory and practice (9th ed., pp. 395). Sage Publications. 

After carefully examining at the Leadership Labyrinth image and evaluating it, think about different leadership styles and their effectiveness. Then, do the following: 

  1. Explain how men and women, in leadership positions, use these skills and traits to make decisions and encourage follower-loyalty. 
  2. Evaluate if men and women use the skills and traits in the same manner.
  3. Select two countries and analyze if culture plays a role in the way men and women practice their leadership style and their effectiveness. 

Unformatted Attachment Preview

Chapter 14: Gender and Leadership
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
Description (1 of 4)
• Women have proven leadership skills.
• Remain underrepresented in elite
leadership.
• Does gender affect leadership style?
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
2
Description (2 of 4)
The Glass Ceiling Turned Labyrinth:
Evidence of the Leadership Labyrinth.
• Glass ceiling.
• Glass escalator.
• Labyrinth may be better analogy.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
3
Description (3 of 4)
The Glass Ceiling Turned Labyrinth:
Understanding the Labyrinth (1 of 2).
• Lower employment continuity.
• Uneven distribution of household labor.
• Antiquated workplace norms.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
4
Description (4 of 4)
The Glass Ceiling Turned Labyrinth:
Understanding the Labyrinth (2 of 2).
• “Mommy track” position.
• Fewer developmental opportunities.
• “Glass cliff” roles.
• Main differences: prejudice and
responsibility.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
5
Gender Differences in Leadership
Styles and Effectiveness (1 of 8)
•
•
•
•
Perceived dichotomy.
Gender.
Effectiveness of gendered styles.
Women more democratic, participative.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
6
Gender Differences in Leadership
Styles and Effectiveness (2 of 8)
•
•
•
•
Women typically more transformational.
More contingent reward behaviors.
Devaluation of female leaders.
Differing leadership values.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
7
Gender Differences in Leadership
Styles and Effectiveness (3 of 8)
•
•
•
•
Men and women equally effective.
There are gendered leadership styles.
Women seen as better leaders.
”Business case” for increased
representation.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
8
Gender Differences in Leadership
Styles and Effectiveness (4 of 8)
•
•
•
•
Presumed commitment differences.
Women discouraged from self-promotion.
Pursue informal leadership more often.
Small leadership differences overall.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
9
Gender Differences in Leadership
Styles and Effectiveness (5 of 8)
•
•
•
•
“Women take care, men take charge.”
Stereotypes activate automatically.
Women of color more threatened.
Agentic vs. communal characteristics.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
10
Gender Differences in Leadership
Styles and Effectiveness (6 of 8)
• Less favorable attitudes toward women.
• Unstructured selection processes.
• Tokenization, scrutiny, and combined
threats.
• Intersectionality movement.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
11
Gender Differences in Leadership
Styles and Effectiveness (7 of 8)
Navigating the Labyrinth (1 of 2).
• Women becoming more successful.
• Structural role redefinition.
• Restructuring gendered negotiation
processes.
• Women-led independent businesses.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
12
Gender Differences in Leadership
Styles and Effectiveness (8 of 8)
Navigating the Labyrinth (2 of 2).
• Incongruity of gender roles.
• Increasing elite leadership roles:
– Changing norms and stereotypes.
– Improving representation.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
13
Strengths (1 of 2)
• Strength in diversity.
• Shift toward androgynous leadership.
• Best practices, not gender-appropriate
ones.
• Dispel gender myths.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
14
Strengths (2 of 2)
• Understanding inequality to combat it.
• Integrated approaches most effective.
• Organizational benefits of equality.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
15
Criticisms (1 of 2)
• Topic could be generalized.
• Little minority research.
• Intersectional research particularly sparse.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
16
Criticisms (2 of 2)
• Highly Westernized research context.
– Not generalizable.
• Future research must be cross-cultural.
• Improving domestic equality is key.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
17
Application (1 of 3)
•
•
•
•
Evidence gender gap is closing.
Understanding gendered obstacles.
Changes must be multi-level.
Awareness is key.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
18
Application (2 of 3)
• Women may adopt compensatory
behaviors.
– Individualized consideration.
– Inspirational motivation.
– Effective negotiations.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
19
Application (3 of 3)
• Macro-organizational and societal
changes:
– Improved organizational culture.
– Improving mentor and career opportunities.
– Structural and domestic changes.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
20

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