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.
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
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 Journal, 30(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