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

Leadership Style of Men and WomenWomen do have assorted leadership styles from men. As Bodyshop founder Anita Roddick says I run my company harmonize to femi nine principles principles of caring, making intuitive decisions, non getting hung up on hierarchy, having a sense of work as being part of your life, not separate from it putting your labour where your love is, being responsible to the homo in how you use your profits recognising the bottom line should stay at the bottom. The problem with actually mapping these residuums is that the successful male film directorial stereotype is so strongly embedded in organisational life that effeminate managers atomic number 18 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 frequent, men in general and successf ul managers. Successful managers were overwhelmingly identified exclusively with male traits. some similar studies have been carried out since that metre and all have exhibit that the successful managerial stereotype remains male. Women managers perceptions of the successful manager are only slightly less conclusive. Unlike the women managers in the 1970s and eighties 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 continue to pick out successful managers as possessing masculine traits, such as self-confidence, competitiveness, decisiveness, aggressiveness and independence. lordly differencesMany managers, both male and female, agree that sex differences in perplexity style do exist. Interestingly both describe womens differences in positive terms. Yet when researchers ask managers to describe their own management styles they commonly find no signifi outhouset 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 prevalent managerial values, in this case masculine behaviour. At the same time managers describe themselves in terms that fit with the prevailing rhetoric of swell management practice, now... ...rrectness. Fear of the backlash that can arise if being fine 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 performance.The way foregoingTodays economic reality is oversupply. Too many products and service are chasing too few consumers. In recount to get that, particular(a) 2% which will make the difference, individually organisation has to look to itself. serving people to become more motivated to sell or to leave alone a higher level of service, requires th at staff and management improve intercourse and their internal communications. In effect, internal diversities need to be turned into peculiar 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 special case exists), when aim is to pull together in order to survive and prosper?Managing diverse groups to achieve a cohesive ism and consistency of performance is what is required of todays corporate leader. manifest shows that women and men are as adept, or as bad, as each other at responding to this challenge.