1st post (1)
To present the impact of gender on leadership, we will address five main points:
leadership capabilities, gender-preferred leadership styles, leadership behaviors, people’s
perceptions, and social leadership. According to Wilkinson, D. (2021), a recent study by
researchers from the University of Central Florida and York University analyzed literature to
determine if gender affects leadership effectiveness. The study found that male and female
leaders are equally effective in leading teams without significant differences. However, some
studies suggest that female leaders tend to adopt a democratic leadership style in stressful
situations, while male leaders lean towards an autocratic approach. Nonetheless, most research
indicates no significant difference in leadership behavior based on gender. There exists a
noticeable discrepancy between the emergence of male and female leaders. Despite possessing
comparable leadership effectiveness, men are frequently perceived as having more significant
leadership potential than women. This bias can be attributed to either subconscious prejudices
or sexism. Women are less inclined to nominate themselves for leadership positions due to two
main factors. Firstly, female leaders tend to be more cautious than their male counterparts,
affecting their decision-making risk tolerance. Secondly, female leaders are also less likely to
engage in self-promotion, as they worry about unfavorable feedback or criticism of their
leadership style and choices. Furthermore, research indicates that female leaders have less
accurate perceptions of how their leadership skills are evaluated by others, which can also
contribute to their reduced likelihood of becoming leaders. Additionally, research has shown
that women are generally regarded as superior leaders in situations requiring high interpersonal
competence and social leadership, where women tend to score higher than men. In my opinion,
Leaders should be evaluated based on their skills and suitability, not gender.
As many organizations continue to adopt remote work, it’s crucial to simplify, optimize,
and streamline this new work environment. Managing virtual teams requires a different
approach, but with a few helpful tips, this period can be stress-free. First and foremost, it’s
essential to hire self-motivated and independent individuals and provide them with the support
of their virtual team managers. Remote work isn’t suitable for everyone, so choose individuals
who can work well in a remote environment. Next, use effective communication technologies
to support your team’s success. With many communication options available, choose a style
that works best for your team, supporting formal and informal communications. The third step
clearly defines responsibilities, goals, duties, and processes. Ensuring everyone understands
expectations and agrees. The fourth step involves monitoring results, with metrics to track
progress for work-from-home jobs. Management must monitor the timeliness, caliber, and
success of job output to keep everyone focused. Finally, it’s recommended that virtual teams
meet in person occasionally to foster face-to-face time. One-on-one meetings with supervisors
provide opportunities for learning, questions, and support. (Welch, 2023)
References
•
Wilkinson, D. (2021). Does gender make a difference in terms of leadership? – A new study.
Oxcogntia
LLC. https://oxford-review.com/does-gender-make-a-difference-in-terms-of-
leadership-a-new-study/
•
Welch, B. (2023). 12 Tips for Managing a Successful Virtual Team. Hitachi
Solutions. https://global.hitachi-solutions.com/blog/manage-virtual-teams/
Respond of 1st post :
2nd post ( 2 )
Roles of gender in leadership style and effectiveness
Leadership can be articulated in different styles and approaches regarding the person in charge.
Gender role is one concept that defines leadership styles and job effectiveness at workplace. Men
and women have different perceptions of leadership styles, and it is essential to note that these
perceptions affect their daily work activities (Northouse, 2021). Gender significantly defines leadership
styles through different responsibilities like negotiation and resolution, communication, diversity
decision-makingand influence.
According to Northouse (2021), women are more collaborative and inclusive, mainly focusing on
building better relationships and being empathetic. This is one way to create a supportive and
inclusive work environment for effective teamwork. Men are considered to be more assertive and
direct in their communication, which is an essential trait in situations that require decisive action.
Leaders understand the importance of balancing the two skills based on the situation presented to
them at the workplace.
Decision making processes entirely depend on a person’s approach, which is highly influenced by
gender (Tuschner et al., 2022). Women ensure that they participate in making decisions and remain
consensus-driven when asking the team members for advice and opinions; the diversity from other
members helps them have new perspectives before coming up with a solution (Northouse, 2021).
Elsewhere, male leaders mainly focus on a directive approach which prioritizes swift action and
efficiency. The two approaches have unique effects, and leaders must ensure that they effectively use
their style to fit the organizational culture and safety of the team members.
Time management is a critical issue in leadership responsibility; men and women have different
perceptions about time. Timely completion of tasks promotes the systematic accomplishment of
individual or group objectives. It seems that meeting deadlines prevents conflict, reduces work-related
stress, and ensures efficient operations (Tuschner et al., 2022). Both male and female leaders
demonstrate strong organizational, planning, and administrative abilities, which are some of the
critical elements that drive organizational development in the intended direction (West Chester
University, 2020). The ability to observe time is an important issue that ensures job satisfaction and
better outcomes for the team members.
Men and women have unique and different attitudes when it comes to managing others. Feminine
values are adopted in government institutions and most businesses. Women’s attitudes defy
competitive approaches and authoritative approaches when handling leadership responsibilities
(Proctor, 2022). Feminine values exempt consensual relations that make them different from
masculine values. Males must balance women’s traits to ensure effectiveness and successful
leadership.
Finally, Gender differences can also manifest in negotiation and conflict resolution. Women are more
engaged and collaborative when they resolve conflicts than men. They are more dedicated to
ensuring a win-win situation for the teams involved. On the other hand, men are more focused on
distributive or competitive negotiation to ensure that they achieve their goals without regard for the
relationship’s expense (Tuschner et al., 2022). Leaders should ensure they weigh the conflict at hand
and ensure that both involved parties are satisfied with the decision.
Leading a Virtual Team
Female leaders can effectively lead a virtual team. A female leading a virtual team in KSA must
ensure that they consider and respect the cultural norms. The first practice is developing clear
communication channels like instant messaging and video conferencing to help in effective
communication. Female leaders should mind their tone and observe interaction levels to ensure
cultural observation (Nagraj, 2022). Secondly, it is vital to set clear goals and objectives for the team
while remaining assertive for accountability and performance in the organization. In addition, leaders
should ensure that they offer support and recognition to their members; this is done by encouraging
women on the team and creating mentorship programs for their development (Nagraj, 2022). Female
leaders should also ensure flexibility and trust among the virtual team members, which includes open
communication and transparency. They should be aware of privacy and gender segregation as part of
cultural norms in KSA; the interactions should promote teamwork and collaboration (Al-Jaweini and
Netti, 2022). Finally, the leaders should be more attentive to empowering the team members and
allowing them to develop ideas that go beyond cultural barriers; this is the best way of creating a
supportive work environment.
References
Al-Jaweini, N and Netti, G. (2022, July 29).A new era of female leadership in Saudi business. Arab
News.
Nagraj, D. (2022, July 13). Virtual Leadership: Understanding The Communication Styles Needed For
Leadership In A Virtual World. Forbes.
Northouse, P. G. (2021). Leadership: Theory and practice. Sage publications.
Proctor, R. A. (2022, May 17). Why positive change in Middle East starts with bringing women into the
work force. Arab News.
Tuschner, C., Krath, J., Bings, J., Schwenkmezger, M., Etzkorn, M., & von Korflesch, H. F.
(2022). “Leading in the digital age: A systematic review on leader traits in the context of eleadership”. ECIS 2022 Research Papers. 63.
West Chester University. (2020, October 30). Tuckman’s Stages of Group Development.
Respond of 2nd post:
3rd post ( )
I received question based on my post
Thank you for sharing your perspective on how gender plays a role in leadership style and
effectiveness.
You discussed some interesting aspects of leadership and gender.
What are your thoughts on this?
How can organizations ensure equal opportunities for leadership positions regardless of gender,
My post was as below
Regarding how gender plays a role in leadership style and effectiveness
Gender has long been discussed and studied in leadership because it affects
leadership style and effectiveness. Leadership skills are not gendered, but societal
traditions, expectations, and biases may influence men’s and women’s leadership
approaches, which is a major factor in gender norms and preconceptions. Women leaders
face a challenge when expected to be both agentic (aggressive, competitive) and communal
(nurturing, assisting). This careful balance must be maintained to avoid unwanted views or
retaliation from affected parties. Due to increased scrutiny and pressure, women may
choose a democratic, participative, and transformational leadership style to meet societal
expectations because of the spotlight on them.
Research also shows that men and women in decision-making roles communicate
differently. Women are more inclusive, collaborative, and relationship-focused than men,
who are more directive and task-oriented (Mashele & Alagidede, 2022). These
differences may affect how leaders are regarded and their capacity to motivate and involve
others. Balance between work and personal life is another important aspect of a leader’s
strategy, especially for women. Female executives may find it harder to balance work and
life. This may inspire them to prioritize team members’ needs, including adaptation,
understanding, and support, resulting in a more empathic and insightful leadership style.
Additionally, mentorship and influential networks can improve leadership abilities and
effectiveness. Women in leadership roles may need more mentorship and influential
networks, which may limit their career advancement and expose them to more leadership
tactics and approaches.
In conclusion, gender equality has improved, but many companies still discriminate
against women. This complicates things for female executives. These stereotypes include
underestimating women’s talents, preventing women from holding authority, and unfairly
criticizing and inspecting women.
Regarding best practices for leading virtual teams with considerations for female
leaders in KSA
Women leaders in Saudi Arabia (KSA) face cultural hurdles in addition to virtual team
management. Due to this situation, many best practices must be implemented to ensure
effective leadership. Establishing effective communication channels is vital. Regular virtual
team meetings, collaboration technology, and open communication can boost engagement
and teamwork in a virtual environment. Saudi Arabian women leaders must use technology
to share documents and communicate internationally (Alhassan & Al Doghan, 2022).
Promoting empowerment and inclusivity is also crucial. The capacity of Saudi female
executives to understand cultural norms and create an environment where team members
can speak freely is crucial. To attain this goal, actively seek input, encourage diverse
opinions, and provide equal participation opportunities.
Virtual teams need to build trust and accountability due to less face-to-face
interactions. Female leaders should be open, set clear objectives, and provide regular
feedback to keep the team united and productive. There may be fewer misunderstandings
or arguments due to communication or cultural difficulties. Prioritizing work-life integration
is crucial, especially for female leaders and team members juggling work and family.
Flexibility and assistance can help women balance these tasks, which are unique to them.
This attentive and empathetic attitude could create a helpful and welcoming team
environment.
Effective virtual team leaders must foster a culture of continual learning and
adaptability. Saudi female executives must be abreast of new technology, best practices,
and cultural issues. This will keep their leadership style relevant in a changing virtual world.
Female leaders can manage remote teams and foster cooperation, productivity, and
inclusivity across national and cultural barriers by applying these best practices and
considering the Kingdom of Saudi Arabia’s cultural context.
References
Alhassan, S., & Al Doghan, M. A. (2022). Gender Differences in Leadership: Role of Gender
Diversity, Leadership Style, Cultural Influence and Leadership Behavior. Croatian
International Relations Review, 28(90), 332347. https://www.researchgate.net/profile/MohammedAldoghan/publication/367508796_Gender_Differences_in_Leadership_Role_of_Gen
der_Diversity_Leadership_Style_Cultural_Influence_and_Leadership_Behavior/links/
63d518a4c465a873a266f0cb/Gender-Differences-in-Leadership-Role-of-GenderDiversity-Leadership-Style-Cultural-Influence-and-Leadership-Behavior.pdf
Mashele, W., & Alagidede, I. P. (2022). The appropriate leadership styles in times of crisis: a
study of women in senior leadership positions in corporate South Africa. Gender in
Management: An International Journal, 37(4), 494–508.
https://www.gestaldt.com/uploads/1/1/7/2/117239124/gestaldt_women_in_leadership.pdf
