1. Leading While Dancing Backwards: What’s Really Different about Female and Male Leadership Styles? Joyce Osland, Ph.D. San Jose State University

2. “Ginger Rogers did everything Fred Astaire did – she just did it in high heels dancing backwards” Ann Richards Democratic National Convention, 1988

3. EVIDENCE FOR “NO DIFFERENCE” Study of 13,600 senior leaders in various countries: Similarities far outweigh the differences. Age, length of time in the organization, positive attitude, outward looking = key variables in leader effectiveness Female styles as varied as male styles

4. EVIDENCE FOR “NO DIFFERENCE” In a host of nonlaboratory studies Men and women leaders in comparable positions and engaged in similar activities No difference in leader effectiveness, motivation, personality, or leadership styles

5. Once given a leadership role and legitimized by their organization, women and men do not act very differently. BUT

6. Women tend to be more democratic Unless they are working in an autocratic setting.

7. IMPORTANCE OF CONTEXT Organizational culture Type of work & industry National culture – implicit theories of leadership Gender composition

8. MALE-DOMINATED INDUSTRIES Female and male leadership styles do not differ in male-dominated industries In female-dominated industries women are more interpersonally oriented than men Women using an interpersonally oriented leadership style in male-dominated industries report significantly worse mental health

9. WOMEN ENTREPRENEUR LEADERS ARE DIFFERENT Share power and information Enhance the self-worth of followers Use interactive skills more frequently Place greater emphasis on maintaining effective working relationships at work

10. WOMEN LEADERS ARE DIFFERENT Transformational leadership style More empathic More inclusive in addressing concerns Better communicators Better people skills More results-oriented – concerned about meeting high standards Worse at strategic planning & vision

11. In sum, women tend to be more inclusive and interpersonal until They make it to the top

12. Influencing Tactics TypeTool Rational persuasion Inspirational appeals Consultation Ingratiation Personal appeals Exchange Coalition Tactics Legitimating tactics Pressure Logical arguments and facts target’s values, ideals, and aspirations inclusion of target in planning praise, flattery, friendly, helpful behavior target’s loyalty and friendship reciprocated favors seek aids of others claim authority or right, point to policy, tradition demands, threats, frequent checking Women use red tactics more than men

13. TO INFLUENCE OTHERS, WOMEN TEND TO RELY ON Inclusion Charisma Expertise Contact Interpersonal skills

14. TO INFLUENCE OTHERS, MEN TEND TO RELY ON The formal authority found in their position A command-and-control style

15. THE USE OF POWER WOMEN vs. MEN Power as a resource to influence job outcomes and focus employee competencies More consensus oriented Power as an end in itself Power used for control and to win over others in authority

16. at senior levels, there is no difference in the way women and men exercise power. BUT

17. THE RESEARCH BOTTOM LINE Beliefs and attitudes about women in leadership roles have gradually begun to change Despite enduring stereotypes, few behavioral differences are consistently documented Less gender difference at senior levels?

18. LEADER EFFECTIVENESS Slight tendency to evaluate females more negatively than males, particularly women using masculine leadership styles Men have more freedom than women to use a range of styles without encountering negative reactions

19. …LEADER EFFECTIVENESS Meta-analysis showed female leaders more effective than males Both men and women more effective in leadership roles congruent with their gender Senior male bosses rate senior women (CEOs & VPs) lower than their peers & direct reports

20. TO BE VIEWED AS EFFECTIVE Develop a democratic, transformational leadership style Give rewards contingent on employee performance Be proactive rather than passive Expect to be held to a higher standard

21. WHERE DO “DIFFERENCES” COME FROM? Early socialization practices Girls expected to demonstrate care and consideration Boys expected to compete and perform Gender stereotypes Societal expectations Individual perceptions

22. Think Management, Think Male? When U.S. managers and students are asked to describe managers, they describe the male gender stereotype, shown below. Assertive Independent Competitive Daring Courageous

25. Women who act like clear-cut leaders may be perceived as insufficiently feminine.

26. STATUS CHARACTERISTICS THEORY People with higher status Get more chance to contribute to tasks Receive higher evaluations for their contributions Exert greater influence over others Are more likely to emerge as group leaders

27. STATUS CHARACTERISTICS THEORY People with lower status who act like leaders are not perceived as competent because this behavior contradicts others’ expectations.

29. PERFORMANCE STANDARDS Women must still perform better to be considered equally competent Because men are perceived as more competent, it is easier for them to exert influence

30. FINDING THE BALANCE PERCEIVED COMPETENCE PERCEIVED ECCENTRICITY

31. The Sense-Making Process Framing the Situation Past experiences influence our expectations. We scan for cues to confirm our expectations. We establish a frame for the situation. Making Attributions Who am I dealing with? What are their views toward women my age in my role? How competent do they think I am? What ’ s the “ ideal leader ” in this organization? Selecting a Script What behavior will be most effective In this context?

32. INFLUENCE INFLUENCE—the process by which people successfully persuade others to follow their advice, suggestions, or orders

33. Resistance Compliance Commitment Outcomes of Influence Attempts

34. Assertive Persuasion Behaviors: Reasoning, debating, presenting ideas, proposals, and suggestions that involve facts and logic Language: I suggest we adopt the second proposal for the following three reasons... Push Styles...

35. Reward and Punishment Push Styles... Behaviors: Stating expectations, using incentives and pressures, evaluating, demanding, bargaining Language: I expect you to be at work on time. If you are late, I will have to dock your pay.

36. Participation and Trust Behaviors: Understanding, involving and supporting others, personal disclosure, active listening Language: What do the rest of you think we should do? Pull Styles...

37. Common Vision Behaviors: Inspiring, visioning, finding common ground, aligning Language: Imagine what we could accomplish if we worked together. Pull Styles...

38. ARE WOMEN LEADERS STILL DANCING BACKWARDS IN 2004? Women hold 9% of top leadership positions in US business and have lower compensation, mobility and authority

39. What’s Keeping Women Back? 47%Lack of significant line or general management experience 41%Exclusion from informal networks 33%Male stereotyping and preconceptions 29%Failure of senior leadership to assume accountability for advancing women 26%Commitment to personal or family responsibilities

40. HOW DO WOMEN GET AHEAD? 69% Consistently exceeding expectations 49% Successfully managing others 47% Developing a style male managers are comfortable with 46% Having recognized expertise in a specific content area 40% Seeking out difficult or highly visible assignments

41. TIPS FOR WOMEN LEADERS Combine assertive, instrumental behavior with warmth and cooperativeness Figure out your natural leadership style; determine when it does and doesn’t work Develop a style men are comfortable with Look for role models Expand your repertoire of leader behaviors Balance perceived eccentricity with perceived competence Be honest with yourself; when does gender matter? Be positive – present solutions for problems

42. What Type of Leadership Do We Need Now? “After years of analyzing what makes leaders most effective and figuring out who’s got the Right Stuff, management gurus now know how to boost the odds of getting a great executive. Hire a female.” Sharpe, 2000 in BusinessWeek

43. THE GREAT NEWS! The 25 fortune 500 companies with the best track record of promoting women to high positions are 18-69% more profitable than median firms in their industries. The Glass Ceiling Research Center