TAILIEUCHUNG - Lecture Leadership - Theory and practice: Chapter 13 – Women and leadership

The main contents of this chapter include all of the following: Women and leadership perspective, gender and leadership styles, gender and leadership effectiveness, the glass ceiling, breaking the glass ceiling, women and leadership approach. | Leadership Chapter 13 – Women and Leadership Northouse, 5th edition Women and Leadership Perspective Gender and Leadership Styles Gender and Leadership Effectiveness The Glass Ceiling Breaking the Glass Ceiling Women and Leadership Approach Overview Women and Leadership Approach Description Gender and Leadership Popular press reported differences between women and men - Women inferior to men (1977) Women lacked skills & traits necessary for managerial success Superiority of women in leadership positions (1990) Researchers ignored issues related to gender & leadership until the 1970s Historical View Women and Leadership Approach Description Gender and Leadership Scholars started asking “Can women lead?” Changed by women in leadership Presence of women in corporate & political leadership Highly effective female leaders – eBay’s CEO, Avon’s CEO, . Senator, Secretary of State, etc. Current research primary questions “What are the leadership style and effectiveness differences between women and men?” “Why are women starkly underrepresented in elite leadership roles?” Historical View Gender and Leadership Styles Meta-analysis (Eagly & Johnson, 1990) Women were not found to lead in a more interpersonally oriented & less task-oriented manner than men in organizations Only gender difference - women use a more participative or democratic style than men Additional meta-analysis (van Egen, 2001) examining research between 1987-2000 found similar results Gender and Leadership Styles Meta-analysis of male & female leaders on all characteristics and behaviors (Eagly, Makhijani, & Klonsky, 1992) Women were devalued when they worked in male-dominated environments and when the evaluators were men Females evaluated unfavorably when they used a directive or autocratic style (stereotypically male) Female and male leaders evaluated favorably when they used a democratic leadership style (stereotypically feminine) Transformational Leadership (TL) Research (Lowe et al, 1996) – elements

• Kỹ năng lãnh đạo
• Lecture Leadership
• Leadership skills
• Kỹ năng lãnh đạo
• Leadership theory
• Leadership practice
• Women and leadership
• Art of Leadership
• Relationship of Leadership
• Strategic leadership
• Leadership power
• Asserting leader influence
• Leadership ethics
• Developing leadership diversity
• Interactive leadership
• Transformational leadership
• Team leadership
• Culture and leadership
• Leadership communication
• Communication process
• Behavior theories
• Toxic leadership
• Strategic direction
• Shaping values
• Learning organization
• Leading change
• Analyzing leadership
• The leadership process
• Moral leader
• Servant leadership
• Leadership triangle
• Components of leadership