Study Document
Gender and Leadership Diversity and Respond to Essay
Pages:2 (580 words)
Sources:7
Subject:Social Issues
Topic:Gender Discrimination
Document Type:Essay
Document:#54781055
gender and leadership diversity and respond to the following questions. In what ways do these institutional barriers intersect with leader behavior and identity? Is it enough for women leaders to develop effective behavior and styles to become more effective leaders?
Eagly & Chin (2010) note that the barriers described intersect with leader behavior and identity in that leaders who are members of these groups are often expected to not only perform leader functions but also to fulfill the stereotypes associated with their group membership. They note that women who do demonstrate more "masculine" traits are often given poorer performance reviews even if their leadership performance is the same. Eagly & Johansen (2003) point out that women do have high levels of leadership performance, and so-called feminine traits are better correlated with positive outcomes than masculine traits, yet there remains discrimination in hiring females into leadership positions. The issue is even more complicated for people who incorporate multiple points of diversity, for example African-American females (Sanchez-Hucles & Davis, 2010).
Identify three areas in which future research is needed. What are the ways you might apply their findings to your practice of leadership to create a more diverse leadership group?
Ospina and Foldy (2009) note that leadership literature has in recent years become more inclusive of ethnicity as a consideration. This leads to three areas where future research is needed. With ethnicity and leadership being a relatively new area of study, there is clearly more research needed there. In addition, combinations of ethnicity and gender would be studied, as it pertains the constraints and liberating capabilities of leaders who are both female and non-white. Lastly, there has been almost no study of leadership in the globalized context. The dynamics of…
Sample Source(s) Used
Ospina and Foldy (2009) note that leadership literature has in recent years become more inclusive of ethnicity as a consideration. This leads to three areas where future research is needed. With ethnicity and leadership being a relatively new area of study, there is clearly more research needed there. In addition, combinations of ethnicity and gender would be studied, as it pertains the constraints and liberating capabilities of leaders who are both female and non-white. Lastly, there has been almost no study of leadership in the globalized context. The dynamics of race and gender are different in other countries, and how this affects leadership study has gone more or less unstudied. Considering that corporations operate globally and source their leaders globally, it is worth considering what is happening elsewhere in the world once in a while.
In your initial post to this discussion, explain the differences between CLT and ILT, and explain how these ideas shape the ways people of different national cultures consider leadership. Then, choose a country and look at the data provided on country cluster analysis in Javidan, et al. (2006). Analyze leadership within the context of your country of choice, using the information in the data, and provide a snapshot of what CLT might be in that country, and how you might lead people from that country and culture. How useful is this research for application to the practice of global leaders?
Where implicit leadership theory holds that leaders have a certain set of attributes, culturally-endorsed implicit leadership theory holds that these attributes hold within a culture but may change when the cultures change (Javidan et al., 2006). These theories do not shape at all the ways people of different cultures consider leadership. They might describe how people of different cultures consider leadership, but obscure theories known only to academics will not shape the thought processes of managers who are unfamiliar with those theories. Using Turkey as an example, there is a relatively low performance orientation, so leaders probably should shy away from intrinsic motivation, but because of the high assertiveness orientation a Turkish manager may emphasize authoritarian management styles, especially when considering that there is only a low level of humane orientation as well. These findings are of some interest to global companies, because they must
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