Added: Andromeda Deavers - Date: 27.10.2021 04:48 - Views: 31618 - Clicks: 6688
Although the majority of people at the top of organizations are men, studies show that it is actually women who have what it takes to effectively lead. So, rather than advising female executives to act more like men to get ahead, society would be better served by more male leaders trying to emulate women. There are seven big lessons they can learn from the opposite sex. Know your own limitations. Motivate through transformation. Put your people ahead of yourself. Focus on elevating others.
And be humble. Although there is a great deal of public interest in ensuring more women become leaders, thereby reversing their under-representation in the ranks of power, too many suggested solutions are founded on the misconception that women ought to emulate men. But this logic fails to for the relatively dismal performance of most leaders — who are overwhelmingly male. As we have argued beforethe real problem is not a lack of competent females; it is too few obstacles for incompetent males, which explains the surplus of overconfident, narcissistic, and unethical people in charge.
As a consequence, gender differences in leadership effectiveness what it takes to perform well are out of sync with gender differences in leadership emergence what it takes to make it to the top. Indeed, research shows that the prevalence of male senior leaders is not a product of superior leadership talent in men.
Rather, large quantitative studies, including meta-analysesindicate that gender differences in leadership talent are either nonexistent, or they actually favor women. With this in mind, it would be more logical to flip the suggested remedy: instead of encouraging women to act like male leaders many of whom are incompetentwe should be asking men in power to adopt some of the more effective leadership behaviors more commonly found in women.
This would create a pool of better role models who could pave the way for both competent men and women to advance. Since there has never been a strong correlation between leaning in and being good at something — especially for men —a better option would be to stop falling for people who lean in when they lack the talents to back it up. In a logical world, we would promote people into leadership roles when they are competent rather than confident, vetting them for their expertise, track record, and relevant leadership competencies e.
Note that all these attributes are far better evaluated with science-based assessments than via the typical job interview. We live in a world that celebrates self-belief, but it is far more important to have self-awareness. And often there is a conflict between the two. For instance, awareness of your limitations flaws and weaknesses is incompatible with skyrocketing levels of self-belief, and the only reason to be utterly devoid of self-doubt and insecurities is delusion.
Although women are not as insecure as they are portrayed to be in the self-help literature and much of the popular mediastudies do show that they are generally less overconfident than men. This is good news because it enables them to understand how people see them and gives them the capacity to spot gaps between where they want to be and where they actually are. Imagine a person who is only interested in being a leader because they are chasing a bigger paycheck, the corner office, a more senior title, or any form of status.
Clearly, they will be inherently less interested in making others better; their only goal is to be more successful themselves. Because men are generally more self-focused than womenthey are more likely to lead in a narcissistic and selfish way. If the average male leader wants to improve their performance, they would do well to adopt a less self-centered style of leadership.
Throughout history, we have told women that they are too kind and caring to be leaders, but the notion that someone who is not kind and caring can lead effectively is at odds with reality. We are not living in medieval times. Twenty-first century leadership demands that leaders establish an emotional connection with their followersand that is arguably the only reason to expect leaders to avoid automation. Indeed, while AI will hijack the technical and hard-skill elements of leadership, so long as we have humans at work, they will crave the validation, appreciation, and empathy that only humans — not machines — can provide.
Men can learn a lot about how to do this effectively by watching and emulating women. Female leaders have been proven to be more likely to coach, mentor, and develop their direct reports than male leaders. They are true talent agentsusing feedback and direction to help people grow. This means being less transactional and more strategic in their relationship with employees, and it also includes the openness to hire people who are better than themselves, because their egos are less likely to stand in the way.
While we gravitate towards leaders who are self-focused and self-centeredthe likelihood that such individuals can turn a group of people into a high-performing team is low. We have been asking for humble leaders for 20 years or so, but we keep gravitating toward ones who are overconfident and narcissistic generally not female.
There are well-established gender differences in humility, and they favor women. Not all women are humble, of course, but selecting leaders on humility would result in more female than male leaders. Humility is fundamentally a feminine trait.
It is also one that is essential to being a great leader. Perhaps the issue is not that men are unwilling or unable to display it, but that we dismiss them for leadership roles when they do. This must change, for humility is a critical driver of leadership effectiveness in both men and women. Ask yourself why. That reaction is getting in the way of your learning from women what you can do to make yourself more successful. At the end of the day, the only controversial aspect of our views is the notion that increasing female representation in leadership would augment rather than reduce meritocracy.
The best gender equality intervention is to focus on equality of talent and potential — and that only happens when we have gender-equal leadership to enable men to learn different leadership approaches from women as much as women have always been told to learn leadership approaches from men.
This article is a short cut. Men, these lessons accelerate your leadership development. Women, these are the reasons why you should have been leaders already and why you should demand what you deserve now. You have 1 free article s left this month.
You are reading your last free article for this month. Subscribe for unlimited access. Too often we ask female leaders to act more like men. Find him on Twitter: drtcp or at www. I am the Michael Bay of business. Partner Center.Ladies if you are Reading this
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