Feminine Management Styles Are More Effective Than Masculine Management Styles

Feminine
Management Styles Are More Effective Than Masculine Management Styles

Gender-based
management in organizations and institutions has always been a controversial
topic of discussion. Most people often disagree on who, between men and women,
are better leaders. The presence of these controversies indicates that
leadership across men and women differs to some extent. In the past,
researchers interested in leadership believed that leadership behaviors varied
across the two genders, that is, female leaders focused on personal interests
while their male counterparts focused mainly on the task at hand. However,
recent studies indicate that leadership behaviors are almost similar regardless
of gender (Bartol, Tein, Matthews, Sharma & Scott-Ladd, 2010).
Consequently, female leaders, today are more effective than their fellow male
frontrunners.

Women
are better transformational leaders than men. Transformational leadership often
involves developing a good employer-employee relationship to increase the level
of performance at both organization level and individual levels, in this case,
referring to the subordinates. However, this type of leadership is not common
in men. Male leadership has always been associated with transactional
characteristics, that is, business-oriented management (Brandt &Edinger,
2015). Although transactional leadership is essential for the success of a
certain organization, transformational management contributes more to this
success and it has proved to be effective in most companies. Consequently,
having women in leadership guarantees an institution with this form of
leadership. Therefore, this shows that the effectiveness and success of a
company is dependent mainly on transformational skills, which is in turn
dependent on female leadership.

Additionally,
other individuals and leaders in an organization acknowledge the effectiveness
of women in leadership except for the male leaders of a similar rank.
Determining the effectiveness of a leader mainly depends on the individual or
party giving the response. According to research, when giving individual
responses to their effectiveness, men in leadership appeared to rank themselves
higher than women (Bailey, 2014). However, this was different when other
parties in the organization gave their responses to who make the most effective
leaders in that organization. Employees, third parties as well as those
individuals in the highest ranks rated women leaders more than men. It is
expected that an individual would not give him or herself a lower rating in
terms of effectiveness. However, the opinion of other parties on the same issue
determines the relevance and truth of that situation. Therefore, this shows
that women leaders are more effective than men, based on responses from other
parties in the organization.

Men
only appear to be effective because of the notion that most people have, that
good leadership is dependent on masculine qualities. Most institutions, both
governmental and non-governmental, record a low number of women in leadership.
This low population results from the obstacles that most women encounter as
they attempt to rise through the ranks. Most individuals believe that the higher
ranks are only suited for men (Bailey, 2014). This limiting factor affects most
women and discourages them from pushing towards these positions. Moreover, the
few women who have made it to these positions have always been considered
special and one with preeminent competence. Researches have termed these
obstacles as the glass ceiling, which they still believe exists. However, if
this glass happened to be broken and women got an easier pathway to the top, I
believe that the effectiveness in leadership, as well as organizational
success, would increase.

From
the reasons stated earlier, some people may ask; if women are more effective in
leadership than men, why is it then that the population of women in leadership
is very low? One main reason is that, from the past, the female generation has
always been considered as a minority. Some researchers developed a
controversial hypothesis that the low population of women in leadership is as a
result that there is a chance women would not be as effective as men in these
positions or that the society has no expectations from them. Moreover, some
women in leadership often encounter situations that force them to choose rank
or family (Bartol, Tein, Matthews, Sharma & Scott-Ladd, 2010). For
instance, a higher rank may reduce the time a woman, who is potentially a
mother, spends with her family. Most women would choose their families over
high ranks. Besides, the existence of institutions that require masculine
qualities, for example, military, also limits the population of women in
leadership (Brandt &Laiho, 2013). However, men can fit as leaders in almost
all institutions, unlike women who are limited to some fields such as
education.

Therefore,
it is clear that despite the low population in most organizations, women are
more effective in terms of management qualities. This is because they possess
transformational qualities, which make up the most essential factors of
effective leadership. Moreover, other parties in the organization acknowledge
that women make better leaders compared to their male counterparts. The
perception that women are inferior also limits their effectiveness as they
encounter obstacles as they attempt to rise to higher positions in leadership.
Finally, the fact that women leaders are a few blinds most people when
attempting to determine their effectiveness in leadership. Nonetheless, women
make better leaders than men, but only if they have a platform to prove their
effectiveness.

References

Bailey, S. (2014). Who Makes A Better
Leader: A Man Or A Woman?. Retrieved 19 November 2019, from
https://www.forbes.com/sites/sebastianbailey/2014/07/23/who-makes-a-better-leader-a-man-or-a-woman/#4add4b921260

Bartol, K., Tein, M., Matthews, G.,
Sharma, B., & Scott-Ladd, B. (2010). Management: A Pacific Rim
Focus
 (5th ed., p. 5). Australia: McGraw-Hill.

Brandt, T., &Edinger, P. (2015).
Transformational leadership in teams – the effects of a team leader’s sex and
personality. Gender In Management: An International Journal30(1),
44-68. doi: 10.1108/gm-08-2013-0100

Brandt, T., &Laiho, M. (2013).
Gender and personality in transformational leadership context. Leadership
& Organization Development Journal
34(1), 44-66. doi:
10.1108/01437731311289965

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