Dilemmas of Gender and Diversity

1. Dilemmas of Gender and Diversity

2. Orientation • The diversity challenge - consequences for leadership of treatment of gender • More women in leadership positions, but not senior organizational positions. Why? • Older maps had leadership in terms of masculine attributes and are being increasingly challenged. (e.g. nature of gender differences for collaborative and nurturing behaviours). • The shift raises dilemmas of tokenism and discrimination (‘e.g. glass ceilings’)

3. Platforms of Understanding • Theory of female advantage and diversity dilemmas • Vecchio - dominant theories of male supremacy replaced with mirror-image female theories • Eagly & Carli – female styles offer performance advantages over male ones • Nkomo & Cox – perspectives of discrimination and diversity as a neutral characteristic of social groups.

4. Vecchio - Leadership & Gender Differences • Male leadership advantage being replaced by a symmetrical assumptions of female advantage • Leaders categorized as either feminine or masculine with distinct gender determined styles • Male styles previously concerned with tasks and female ones with concern for people • Veccio maps gender is socially determined. A Leader’s behaviours are not predicted by feminine or masculine style dimensions, • Each leaders displays behaviours associated with male and female characteristics

5. Eagly & Carli: Female Leadership Advantage Theory • Doubt cast on Vecchio’s rejection of female leader advantage • Evidence of consistent differences between men and women on measures of transformational leadership • Transactional styles of leadership show no gender-based differences • The link between female leadership practices and effective performance stronger than that for male leadership practices

6. Context of Prejudice • Eagly & Carli argue that there is wide ranging prejudice towards female leaders • Contributes to glass-ceiling effects and continuing discrimination against women in top positions • Potential advantage of women leaders with transformational styles for supporting change • Aspirin Effect: term coined for studies prompting immediate action based on a small but significant overall effect. The measured differences between male and female leaders are small, but enough to warrant (Aspirin effect) actions to eliminate glass ceiling effects.

7. Nkomo & Cox’s Review of Diversity • Gender studies part of wider issues of inequality and diversity • Diversity poses theoretical and practical dilemmas • Narrow characterisations of diversity emphasize discrimination as consequence of diversity (Race, ethnicity and gender are ‘the big three’) • Broader views (maps) draw on theories of social identity and evolutionary health, and develop a case for celebrating diversity

8. Diversity & Identity • Diversity Map of Nkomo & Cox helps explore nature of identity • Theories of diversity deal with consequences of identity • Social identity theory • Organizational demography • Ethnographicstudies • Race / gender studies

9. Remapping Diversity • Celebrate diversity and relevance for enhancing innovation • Restrictive nature of stereotyping arises from ‘either-or’ thinking (‘us and them’) • Essentialist maps lead to difficulties in challenging such polarised beliefs • Interpretive perspectives make it easier to challenge and transcend stereotyping

10. Margaret Thatcher Leadership Style • Physical appearance (symbolic significance) • ‘Tougher than you’ approach anything but feminine • Brutal negotiator – no concessions • Autocratic – demonstrate superiority / humiliate Reputation • Charismatic • Courageous (seized leadership opportunities • Self-belief Downfall • Charismatic ‘tipping point’ (hero to zero) • Non-consensual style had generated conditions for overthrow

11. Oriental Glass Ceiling • Cultural factors still exclude women from leadership positions worldwide • Defended by traditionalist groupings • Dilemmas of gender • Work attitudes reinforced by cultural beliefs • Too masculine / not masculine enough • Successful Women • Diligent and a strong will to succeed

12. Diversity leadership • Management of organizational diversity becoming more accepted or at least ‘on the agenda’ • Entry barriers for restricted groups to leader positions being relaxed (elites relax entry conditions) • Progress still restricted at higher levels of leadership in many institutional sectors • One resolution of diversity dilemma – ‘Build your own company’

13. Summary • Chapter has focussed on gender to expose dilemmas of diversity which apply more widely • Stereotypical thinking ignores cues of social worth (e.g. evidence of women executives rating highly on transformational leadership factors). • Diversity offers potential for superior performance, but may challenge leaders to understand and deal with differences • Social identity maps suggest how diversity may be treated as a either a problem or an opportunity • Reflection on dilemmas of diversity help overcome rigid (stereotyped) beliefs and suggest superior leadership strategies