Woman as Leaders

Published 22 Jun 2017

Considerable recent research has been conducted that defines women as leaders manage or lead in a different way from the manners men do. Proponents of the women do lead in a different way proposition hypothesize that women intrinsically own or develop certain characteristics of personality that deviate penetratingly from male leadership uniqueness. For instance, Flynn (1994) developed a supposition that women are professed stereotypically as working from individual vulnerability and oblique power bases, whereas men are found as using “strong antagonistic sorts of power”.

Till near past the general view about business administration was an arrangement subjugated by males whose leadership style was action-oriented, hierarchical, and also quasi-military. The superlative leader was viewed as a sovereign, sturdy, characteristic hero. However at the present a new cohort of women is carrying to business a style frequently explained as more consensus-building, more open and comprehensive, more liable to support contribution by others, and even more considerate than that of several males.

The women leaders hardly ever or never gave orders; opting instead to encourage their employees′ involvement in decision making. Women leaders give confidence to employees to perform together towards the ultimate aims. The finding, female leader as a participative, employee-involved, team-based leader is harmonious with the recent research theories on female authority bases; none of the women refer to her position in the association as a stage for pressurizing nor she uses coercive authority.

The considerable recent research led to the growth of a heuristic form of women leadership. This model distinguishes a woman leader as one who favors to function from a reward authority foundation. Under this model female leaders possess an elevated degree of employee participation that characteristically results in a team-based administration approach. In addition, this woman has entrepreneurial visualization, which she is competent to converse efficiently to her team members; this in turn provides as an unexpected inspiring strength to accomplish the objective of the association. (Patricia, 2004) Finally, these female leaders promote mutual confidence and value between her and her team members. Hence I support the statement that considerable recent research has been conducted that defines women as leaders and contrasts the results of female and male leaders.


  • Flynn, L.P., Shore, L. (1994), “Gender and context: the moderating effect of work group gender composition and occupation sex-type on work attitudes and behaviors “, Proceedings of the Southern Management Association, Southern Management Association, Valdosta, GA, pp.489-91.
  • Patricia S. Parker, (2004), Race, Gender, and Leadership: Re-Envisioning Organizational Leadership from the Perspectives of African American Women Executives, Lawrence Erlbaum Associates, Mahwah, NJ.
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