It is a common occurrence to hear professionals engaging in arguments about how leadership tends to vary based on one’s genders. It must be acknowledged that men still hold most of the managerial positions, with results indicating at least 64 percent of the leaders are men, and they proceed to hold other influential positions in many organizations (Pinay). It thus prompts the stereotype that female leaders are excellent at nurturing competencies and developing others and engaging in self-development (Pinay). However, the primary question is the manner in which men and women differ in their leadership roles. Considering the slight differences that women demonstrate, women in the corporate world today have shown that they can deliver as much as men in the management position despite their numbers still being significantly less compared to the men as they are team leaders (Coulter and Robbins 150).
In an article published in the Harvard Business Review, Pinay presents key statistics that detail the effectiveness of men compared to women and from the percentile scores, it shows that women are trailing men only by a small margin. It falls under the broader subject of workplace diversity because it is common for organizations to be accused of being less sensitive to gender and race issues (Coulter and Robbins 164-165). However, considering the core competences that define an excellent leaders, a woman in leadership has an upper hand in the determination of skills related to driving results, building relationships, championing for change, innovation, and collaboration (Pinay). In fact, the results were so shocking that the author concludes that women are not being engaged fully and thus most of such skills are underutilized in the business world.
The results have also caught the attention of women who have since discovered how much potential they have based on their innate abilities. It was, however, apparent that the challenges they were facing were primarily because they had not commanded their position fully because one was them was overheard saying that they need to prove their worth in management. One of them stated that “We feel the constant pressure to never make a mistake, and to continually prove our value to the organization” (Pinay). It thus creates the impression that women are perceived as effective when in truth they are as effective and in some cases, even exceed the leadership of men. The authors thus finish the article by developing insights from the findings and initiate a call to action where they make several recommendations to help in addressing the problem and increase the representation of women in the leadership positions (Pinay).
The article is relevant in the assessment because it is in line with the concepts brought out in the first chapter of the class text. In the book, the Coulter and Robbins acknowledge that the management system today is likely to be occupied by women just as it would be served by a man (5). The concept highlighted from this section is related to multicultural and diversity understanding based on the conceptual definition and understanding of leadership at the top (Coulter and Robbins 199). It draws on the importance to settle multicultural differences and limit the focus on gender when assigning leadership roles because such appointments are usually defined by misconceptions and stereotypes.
In summary, the article and the text are related and present a thought-provoking subject that despite being widely researched, is less understood. It is thus apparent that women are as competent as men when tasked with leadership roles and in some instances, even perform better than men because of their excellent skills in developing people and building relationships.
Coulter, Mary A., and Stephen P. Robbins. Management, 13E. 13th ed. N.p., 2015. Print.
Pinay, Heather. “‘The Woman Effect’ In Executive Leadership.” Forbes (2017): n. pag. Web.