Several issues and factors impact women’s leadership in organisations. Traditional leadership theories that associate leadership with masculinity shape women’s leadership perceptions. Gender stereotypes and expectations may interfere with women’s leadership confidence. Gender, race, and status intertwine to shape women’s leadership experiences, while Cultural norms in organisations that promote gender biases undermine women’s leadership. At the same time, the lack of prominent female leaders limits aspiring women, and balancing leadership with other obligations is tough for some women in leadership—lastly, diversity in cultural expectations and limitations to leadership development compound women’s leadership issues.
Discussion and Analysis
The article “Women’s Leadership Aspirations” focuses on the difficulties and obstacles women experience when seeking leadership positions. When seen through the perspective of the principles introduced in the International Leadership and Management model, several themes emerge.
Implicit Leadership Theory (ILT)
According to Offermann et al. (1994), masculinity is a solid ILT. It can be difficult to eliminate this prejudice because most people are unaware of their hidden biases. The article reverberates with ILT by highlighting the predominant association of male traits with leadership. This idea fits well with the module’s explanations of how gender norms are expressed in people’s subconscious perceptions about what constitutes good leadership. The article argues that the prevalence of such prejudices has a major impact on whether women aspire to leadership positions.
Self-Efficacy Leadership Model
Gibb et al. (2022) argue that personal belief in one’s abilities profoundly affects his or her drive, selection of objectives, aspiration, effort, and resilience in the face of adversity. The article relies on Bandura’s theory of self-efficacy to highlight its importance in determining the paths women take in leadership positions. Bandura (1997) argument is consistent with the article’s focus on external variables affecting women’s self-confidence in leadership positions, such as cultural expectations and gender stereotypes. The module emphasises the importance of self-efficacy in leadership, particularly for women. It emphasises the interconnectedness of societal standards, self-efficacy, and leadership outcomes. It calls for specific support and intervention mechanisms to strengthen women’s confidence, fostering a more inclusive and fair leadership environment. Social circles significantly influence women’s confidence in leadership abilities and outlook. Cultivating confidence in girls at an early age is vital for aspiring leaders. It recognises the complex relationship between women’s leadership aspirations and the diverse identities shaping their experiences in leadership.
Gendered Organisational Theory
Women in leadership positions and organisations experience external gender prejudice (Tabassum & Nayak, 2021). The current business environment also discriminates against women, creating a barrier that hinders their full potential (Fatile, 2018). According to the article, organisational cultures perpetuate gender stereotypes. Gender stereotypes influence perceptions of how women and men ought to act and cause two types of workplace discrimination for women. Although women are equally capable of leadership roles and have comparable professional goals, they remain marginalised in top positions of power in most societies, according to research. The article explores how organisational settings affect leadership effectiveness. The module stresses inclusive organisational strategies, and the essay emphasises challenging prejudiced cultures for women to succeed in leadership roles.
Cross-Cultural Leadership Theory
Perceptions of leadership and goals are influenced by cultural dimensions such as masculinity vs femininity and individualism vs Collectivism (Areiqata et al., 2020). Women’s access to positions of power may be hindered by religious influences that uphold conventional gender norms. Similar to how the article acknowledges that cultural influences create leadership standards differently worldwide, the module’s examination of international leadership covers cultural variances, focusing on tailoring leadership methods to various cultural settings.
Role Congruity Theory
According to the role congruity theory, a team will be favourably assessed if its members are perceived to be acting in ways consistent with the roles to which they are accustomed in society (Eagly & Karau, 2002). The essay uses the Role Congruity Theory to illuminate women’s difficulties in leadership positions because of role incongruity. The article claims that gender stereotypes can contribute to a misalignment between the qualities valued in leaders and those traditionally associated with women. According to Eagly and Karau (2002), this discrepancy may result in biased assessments that prevent women from advancing in leadership roles. Role Congruity Theory, discussed in this module, is consistent with the article’s focus on the widespread effect of societal standards on women’s encounters in leadership roles. Collectively, they highlight the importance of working to dismantle harmful gender stereotypes in order to make better accommodations for women in leadership positions.
Transformational Leadership Theory
Women exposed to strong female leaders are more likely to aspire to positions of power. Having female role models in similar positions can show that leadership is valued and appreciated in the workplace (Morkevičiūtė & Endriulaitienė, 2020). The article’s assessment of mentoring and developmental programmes as critical for leadership growth is consistent with the module’s acknowledgement of the necessity of visible role models and access to learning and development programmes.
Practical Implications/Recommendations for Women in Leadership
Due to the global scope of leadership, women in leadership should develop cultural intelligence, which requires learning and embracing varying cultural norms. Intercultural training, mentoring programs with diverse leaders, and efforts to foster multiculturalism at work are practical approaches.
Women executives should pursue leadership development programs which tackle gender, racism, and class intersections, including targeted mentorship programs, varied leadership training, and a supportive workplace culture that embraces diversity. Leadership development should focus on women leaders’ self-efficacy. Mentorship, workshops, and coaching sessions may be involved to overcome social expectations and preconceptions. Creating a supportive network and environment boosts self-efficacy.
Organisations should promote mentorship programs to overcome the absence of visible female role models. Mentoring, role modelling, and networking with seasoned female executives may benefit emerging women leaders. Promising women leaders can gain confidence and overcome challenges.
Executives should aggressively challenge gendered leadership norms. Building an inclusive leadership culture that promotes varied abilities and attributes is vital while acknowledging and appreciating leadership regardless of gender prejudices.
Leaders must reshape organisational cultures, which requires actively fighting workplace gender prejudices. Leaders must implement diversity and inclusion policies, ensure equal career advancement, and address unconscious prejudices to create an inclusive atmosphere.
Conclusion
The article is consistent with and expands upon major theories and ideas introduced in the module, giving readers an enhanced understanding of the many obstacles women confront while pursuing leadership roles. The thorough analysis stresses that tackling women’s leadership issues demands an integrated approach incorporating numerous theories and models to account for diverse individual, social, and organisational elements. Organisations worldwide can benefit from methods that integrate these findings to promote gender-inclusive leadership.
References
Areiqata, A. Y., Yacoub Hamdanb, A., Zamilc, M. A., Horanid, O., & Al-Khourye, A. F. (2020). Culture and leadership are simply two sides of the same coin. Culture, 13(4), 123-147. https://www.academia.edu/download/87084410/13418_Areiqat_2020_E_R.pdf
Bandura, A. (1997). Self-Efficacy: The Exercise of Control. Journal of Cognitive Psychotherapy, 13(2), 158–166. https://doi.org/10.1891/0889-8391.13.2.158
Devnew, L., Austin, A., Ber, M. L., & Shapiro, M. (2017). Women’s Leadership Aspirations. Handbook of Research on Gender and Leadership, pp. 1–31. https://doi.org/10.4337/9781785363863.00019
Eagly, A. H., & Karau, S. J. (2002). Role congruity theory of prejudice toward female leaders. Psychological Review, 109(3573–598),
Fatile, Olufemi, J., Adejuwon, & Kehinde Busuyi David. (2018). Gender issues in human resource management in Nigerian public service. African Journal of Political Science and International Relations, 5(3), 112–119. https://doi.org/10.5897/ajpsir.9000053
Gibb, J., Scott, J. M., Teo, S., Thien, G., Singh, S., & Ho, M. (2022). Historical and social aspirations: influence of SME key decision makers’ resilience, social skills and stress on attaining firm performance goals. International Journal of Entrepreneurial Behavior & Research. https://doi.org/10.1108/ijebr-06-2021-0482
Morkevičiūtė, M., & Endriulaitienė, A. (2020). Explaining work motivation through perceived transformational leadership: What to expect in a sample of female employees? Gender in Management: An International Journal, 35(6), 585–599. https://doi.org/10.1108/gm-01-2020-0004
Tabassum, N., & Nayak, B. S. (2021). Gender Stereotypes and Their Impact on Women’s Career Progressions from a Managerial Perspective. IIM Kozhikode Society & Management Review, 10(2). sagepub. https://doi.org/10.1177/2277975220975513
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