Advancing Women Into Leadership: Even More Imperative During Turbulent Times?

• In Event: Thriving in Turbulent Times: Higher Education Leadership at a Crossroads

Short Description

The presenter will discuss several research studies on effective leadership documenting that many of the characteristics identified as desirable are characteristics more typically identified with women’s leadership. Considering the challenges faced by universities and other institutions, this paper advocates for intentional efforts to advance more women into senior leadership roles.

Detailed Abstract

The task of leading effectively has become increasingly difficult, regardless of the turbulence of the times. The array of challenges facing today’s leaders was documented in Kellerman’s 2013 book, The End of Leadership, which maintained that cultural and generational shifts had caused the task of leadership to become nearly impossible. Kellerman criticizes the failure of the expansive “leadership industry” (Kellerman, 2012, p. xiii) that has developed over the past four decades with the intended purpose of preparing effective leaders, noting that despite this industry’s investment of “enormous sums of time and money” (p. xiv), there has been no measurable improvement in the effectiveness of leadership or the human condition overall.

Given this period of rethinking the adequacy of current leadership models, traditional assumptions are being challenged (Kezar, 2009). Within higher education in particular, greater attention is being given to the variety of cultures and perspectives within an institution (Bergquist & Pawlak, 2008; Bolman & Gallos, 2011), the need to empower and equip grassroots leaders (Kezar & Lester, 2011), and the importance of the “soft skills” in effective leadership, such as listening well (Gunsalus, 2006).

In consideration of these shifts, this session will provide an overview of recent research and literature about the contributors to effective leadership in today’s changing world, particularly documenting that many of the characteristics now viewed to be desirable are considered to be characteristic of women more commonly then men. Through attending, participants with gain a deeper understanding of: (1) the benefits of greater diversity in senior-level leadership, and (2) why the leadership approaches that are most typically associated with women are critically important in today’s world, and particularly so given the turbulence of these times.

Numerous scholars (Eagly & Carly, 2007; Turner, 2012; Yoder, 2001) have observed that women are, in general, more typically characterized by a leadership approach that is collaborative, democratic, and relational then men. In a more recent synthesis of the literature, Kezar (2014) itemized the skills and perspectives that characterize women’s leadership as including consultation, participation, team-building, harnessing multiple perspectives, integrity, and empowerment. Within the context of corporate settings, research by Helgesen and Johnson (2010) affirmed women’s contributions in terms of attending to the social fabric of the organizational culture and creating an environment that provides satisfaction for employees “day-by-day” (p. 57). Similarly, Turner (2010) documented that women tend to be less competitive and hierarchical in their approach to leadership, choosing instead to decentralize power and operate from a collective perspective.

From a global perspective, similar findings were evident in the results of a major survey research project involving 26,000 participants from 13 countries. Half of the global sample was asked to classify 125 different human behavioral traits as being either masculine, feminine, or neither (Gerzema & D’Antonio, 2013). According to the authors, there was strong consistency across the 13 countries involved in the study in regard to the perceptions reported; for example, male traits included being competitive, driven, dynamic, independent, and self-reliant. In contrast, examples of the traits considered to be feminine were: perceptive, generous, humble, loyal, selfless, friendly, and patient. The survey results in general “found dissatisfaction not only with government and the economy but with the behavior of men in general” (p. 5); in fact, the report concluded that “many of the qualities of an ideal modern leader are considered feminine” (p. 11).

Thus, both within North American and from an international perspective, the leadership style that is often identified with female qualities is increasingly being valued. This contention was affirmed in a synthesis of the research literature specifically related to the importance of advancing more women into senior levels of higher education leadership. In the report, Madsen (2015) highlighted five areas in which organizational culture and effectiveness were enhanced when greater numbers of women served on boards and held leadership roles: (1) higher levels of financial performance; (2) a more cohesive organizational climate; (3) increased corporate social responsibility and reputation; (4) leveraging talent, and (5) enhanced organizational innovation and collective intelligence.

In addition to these benefits of increased representation by women in leadership, simply ensuring greater diversity in senior leadership role benefits organizations and institutions as they navigate turbulent times. A report by Catalyst (2014) for example, has synthesized the substantial benefits of diversity in leadership to organizations and entities today. Similarly, research by Woolley, Chabris, Pentland, Hasmi, and Malone (2010) documented the advantage of a “collective intelligence” (p. 686) that pools many perspectives, and research by Page (2007) provided evidence of the ways in which diversity contributes to better group functioning.

In short, all types of organizations are in need of strong, competent leadership, and most of them are now looking to both men and women to fill these roles. Notably, women are still not represented in top management and leadership positions in most organizations and communities throughout the world (Madsen, Ngunjiri, Longman, & Cherrey, 2015). By using a more “capacious” definition of leadership, consistent with the challenge issued by Keohane (2014) toward that end, this session will advocate for fuller inclusion of women in senior-level roles. Given the benefits of enhanced diversity in contributing to leadership effective, such representation is important if institutions and organizations are to flourish into the future.

Participant

• Karen A. Longman, Azusa Pacific University