1. “Female Leadership for a sustainable European Management Model (EMM)” Literature study

2. Table of content Introduction The Glass Ceiling is broken A (business)case for woman Pitfalls of female leadership Success full Leadership skills Leadership styles Recognition of a specific female leadership style? Female (transformational) leadership for a sustainable European Management Model Conclusions References

3. The Glass Ceiling is broken The Glass Ceiling: an invisible barrier for women and carrier BUT: Women participate in management Conclusion: Through the glass ceiling The labyrinth a new metaphor Numerous barriers that women encounter (some obvious, some subtitle)

4. A (business)case for women 1) Business arguments Why do women matter in management? Positive relation between the number of women in the company and corporate performance? 2)Intrinsic importance of diversity Importance of gender and diversity an sich Women’s proportional representation affects the workplace experiences 3)Female leadership for a sustainable EMM 10 areas for key for management success

5. Pitfalls of female leadership Trade-off between family and work Discrimination Prejudice Resistance to female leadership Visibility, exaggeration of differences and stereotyping

6. Successful leadership skills Definitions Leader = someone who exercises authority over other people. Leaderships = being in charge of other people in multiple ways. It consists of influencing, motivating, organizing and coordinating the work of others.” Leadership theories Personal behavior theories: personal qualities or behavioral patterns Trait theories: some traits have potential for making some people leaders Contingency theories: some situational aspects make leaders successful Leadership characteristics Change agent Managerial courage Leadership ability Result oriented

7. Leadership styles Autocracy versus democracy Task-oriented versus interpersonally-oriented Communion (people oriented) versus agentic (problem-oriented) Participative versus directive Transactional (cooperative), transformational (role model) & laissez-faire (absence) CONCLUSION: Transformational leadership !!! = SUCCESSFUL LEADERSHIP = EFFECTIVE = META-ANALYSIS PERFORMED

8. Recognition of a specific female leadership style Gender roles and leadership roles Female leadership: communal and/or transformational? Gender and values

9. Gender roles and leadership roles Some research focus on sex differences in leadership roles  Gender stereotypes influence leaders (formal and informal roles)  Constraints of gender roles Some research focus on similarities in leadership roles

10. Female leadership: communal and/or transformational? Stereotypic expectations portray effective leadership as dominated by masculine qualities Behavior relevant to successful leadership includes behavior that is viewed as feminine Example: “Consideration” as element of effective leadership is typically perceived as feminine Leaders must seek to androgynous behavior Meta-analysis comparing women and men with respect to their leadership styles shows significant sex differences in most aspects of their styles (transformational, transactional and laissez-faire leadership ) Conclusion: women have generally a more  effective style  act more transformational  are support-giving and motivating team members  emphasize on interpersonal relations and task accomplishment

11. Gender and values Focus on differences between male and female leadership styles is popular Consider possible sex values in leadership behavior Conclusion: women attach other value than man to  helping others  difference between themselves and others  support regulations, citizens, consumers and environment  materialism and competition

12. Female (transformational) leadership for a sustainable European Management Model Most effective leadership style under modern conditions Qualities for transformational leadership  motivate respect and pride from the association  communicate values, purposes and mission  exhibit optimism and excitement about goals  examine new perspectives for problems and tasks  focus on development and mentoring  attend individual needs on team members Values for leadership in the European Management Model (EMM)  long-term thinking  stakeholder engagement  social accountability  professional development

13. What can companies do to prevent pitfalls? Organize leadership training  explore the legitimacy deficit of female leaders  consider the negotiation of potential value disagreements with team members  address issues of effectively projecting leadership authority Focus on the gendered context of leadership Transformational leadership works similarly for ♀ and ♂