You are on page 1of 6

Culture and Behavior: How to Sustain

Gender Equality in Leadership


1- Introduction- Aims, key arguments, sign-posting

In the business industry, the culture of women leading is still less compared to of men. This fact
is not surprising at all once we look at everything in depth. However, the way men develop their
pace within this industry more than women does come surprising in every sector.

During the past years, women have gained uniformity with men in terms of workforce especially
in educational institutions, universities colleges. Nowadays, women includes about 57 percent of
the overall educational sector within the subcontinent alone. Alongside that, 52 percent in
teaching and employment rolls. Altogether, they comprises a total of 60 percent of degrees
earned within these states and go further than men as well.

Yet, if looking at the leading universities in the country, women rarely hold more than 15 percent
in the executive or board positions. Not to mention that the number of women worker in these
areas is even lower than 4 percent on a global scale. That sums up to only 20 women CEOs in
the leading institutes with men remaining in the lead. This shows that women sure have more
pacing to do in terms of leadership. The importance of these stats on leadership does rise
arguments and questions on the culture and behavior keeping women leadership from growing.

2- Problem identification

Gender Stereotyping

The major problem when it comes to gender bias within areas and workplaces is the stereotyping
of what both genders should or should not be. These aspects leads to one gender discriminated
against the leading one due to the ongoing culture.

Structural Obstacles

Structural obstacle can include a limitation in terms of family priorities, office leading
limitations, religious restrictions and even cultural ideologies. It all impacts their networking
which is the key in order to grow in the leading environment.

Individual Behaviors and Mindsets

These ideologies and behaviors women develop is also a big factor in keeping them back.
Research shows that majority of women don’t stay or quits the leading level positions due to lack
of confidence, personal or political issues.
Lifestyle Preferences

This can include keeping their personal lives balanced with their work lives. These preferences
are not negative but they impact the way women work in the business sector. There are many
things that can be included here like duties as housewives or similar ones.

3- Diagnosing the issue

Analysis of Outdated Methods and Models of Leadership for Women

For a majority of women reaching the leading level of areas, the cost of staying there or
outgrowing men is not a low one. This high cost often is backed by several barriers as well as
lack of rewarding aspects to keep them motivated in outgrowing men. However, we look at
colleges took its approach from the statistics. Specifically, women leaded areas are still
developing in terms of finances as well as stability. This is one of the major reasons women
chose themselves to quit the competitive areas of institutes. Not only is it more flexible, but
leadership allows them a greater control on several aspects of their lives. This can include time,
productivity as well as development in the long term.

Due to these outdated methods, leading corporations faces challenging factors in order to find
ways to keep their talented women within the firm. Noting the barriers faced to advancing
women in the workspace, most are usually related to the ongoing culture of decades. This rises
the question of the structure of male dominance in society. One might argue that there are
alternative methods that favor women compared to the normal ones. However, these structures
too include several modes of leadership that questions the patriarchal values in terms of current
and future leadership.

Linear Biased Leadership Behavior

The leadership behavior was diagnosed by using innovative measures. These leadership ideals
are the key in maintaining or even disrupting the ongoing culture and behaviors within
communities. It is quite a common way of leadership that members practice to keep their
positions growing. However, it is not the type of leadership models that women prefer in terms
of working or sustainability. Not only is it more controversial from their religious or cultural
perspective, but also not preferred due to male dominance. Furthermore, these models are also
not perceived as effective and equally stable for everyone.

Patriarchal Leadership Models

If we look at the classic leadership role influenced by culture that allows having power over
another, then women also seems secondary. Over time, women in general have been
disempowered in ways of the classic leadership roles and responsibilities. In the early times this
started from their lack of positions on the battlefield all the way to modern corporate
environment. However, in this area, the alternative models are the best way to have countered
this aspect of leadership for now.

Impact of Behavioral Structure of Leadership

Leading institutions depends on alternatives modes of leadership that are important and focuses
as more of a bureaucratic model. This model reject the mentioned classic or patriarchal systems
of leadership and hierarchy that includes vertical levels of leadership. Whether it is defined by
cultures or laws, this model disrupts the entire system of leadership. The major goal of this
model is counter the classic patriarchal values that have been quite a barrier for women in the
hierarchical leading levels. Majorly, it is beneficial for women faced with limitations such as the
religious and more family oriented women.

Due to the alternate approach, leadership is therefore seemed as a proper way of reaching
authority and ongoing with collaborative choices. The major error of the older ways of
leadership model ignored the understanding instead relied on using persuasive tactics. This is a
model that prevented individuals especially women to be both leaders and followers altogether
from time to time. It might seem a bit consensus-focused mode, but is a democratic and focused
way of communication especially in the corporate section.

Influence of Current Culture of Leadership Models

Despite the limitatons for women leaders in companies, there is a large number of women that
quits the leadership roles themselves. The overall statistic and focused outcomes all comes down
to the leadership models that have been used over decades in the majority areas of leadership.
Most of them are forced to choose a side and they always go with their personal lives especially
within the west. On the other side, there are things like religion, culture and habits that impacts
their ability to lead. Instead of leading, the ongoing cultural and behavioral ideologies that
empower such models seems to be holding women back the most. It is quite clear that the
problematic approach doesn’t come from a place of leadership models. But instead, the
ideologies of culture and behavior that empowers it in its inception. Therefore, tackling It all was
Abbotts first goal in achieving sustainability in this area.

4- Practical intervention

Practicalities can be started by using effective as well as innovative and advanced ways of
intervention within leadership models to impact positive growth in a developing direction.
Several methods should be processed to achieve this uniformity.

Advanced Learning and Development Teams

It is important for everyone to stay educated of the diverse and developmental methods of
learning and understanding in terms of leadership style. To get rid of older and less effective
culture and behavioral focused models, it is important to implement a new and innovative one.
Empowerment from Male Staff

For these women, a stable way for growth is to have sponsorship from men on the top and
leading positions. It can initially be done by including leading male staff from the CEOs to the
growing leaders in several departments for this task.

Implementing Changing of Institutional Ideologies

The ideologies formed of culture and behavior are the most impacting factor keeping women
from growing in modern levels of leadership. To get rid of several biases that holds women back,
it is important to empower new and effective ways of ideologies that works alongside businesses.

Implementing Changing of Individual Ideologies

Educating individuals with new and collaborative methods that are effective for everyone is also
an important factor. One way to completely change such ideologies is for women to not
volunteer for the positions backed by these cultures and behaviors.

Empowering Lifestyle Preferences For Employees

The best way for women to value work and life stability is to have flexible methods of working.
Best leading models include flexible ways for women to have a work-life balance in any type of
situation.

5- Assessment criteria

Leadership Models

Leadership models in the academic sector have vastly outdated in recent years. This includes
everything from strategies, methods, rules and efficiency for everyone at the workspace and
doesn’t focus enough on boosting women leaders.

Innovation of Ideologies

One thing we all can agree on is that everything including models, rules, laws and a lot are
motivated by ideologies that they are based upon. Whether these ideologies are cultural, personal
or modern, mostly limitations for women are created because of such ideologies. The way.

Ineffective Systems and Its Development

Since the overall methods of corporate or academic employment and leadership are outdated,
these systems are not effective enough. It limits to deliver women with everything they need to
ascend within any growing sector.
Literacy among Women Employees

There shall never be proper uniformity among genders if one side is not literate enough on how
the sectors work. Educating and developing women employees into women leaders sure will take
time, but without proper literacy, it is not even possible.

Administrative Control

With so much going on, it is crucial to keep everything administered with better regulations and
systems. The lack of administration in the academic areas of what women in the workspace are
capable of is the core issue in empowering future ideals for their benefit.

 
 
 
References

1. Smith, G., Minor, M. and Brashen, H., 2018. Spiritual Leadership: A Guide to a
Leadership Style That Embraces Multiple Perspectives. Journal of instructional
research, 7, pp.80-89.
2. Smith, D.G., Rosenstein, J.E., Nikolov, M.C. et al. The Power of Language: Gender,
Status, and Agency in Performance Evaluations. Sex Roles 80, 159–171 (2019).
https://doi.org/10.1007/s11199-018-0923-7
3. Triandis, H.C., 2018. Individualism and collectivism. Routledge.
4. Sarkis, S., 2022. Gender Bias Impacts Communication And Leadership. [online] Forbes.
Available at: <https://www.forbes.com/sites/stephaniesarkis/2019/02/26/gender-bias-
impacts-communication-and-leadership/?sh=3e44843177ef> [Accessed 26 February
2019].
5. Andrews, D., 2022. Gender Barriers and Solutions to Leadership - Training Industry.
[online] Training Industry. Available at:
<https://trainingindustry.com/magazine/issue/gender-barriers-and-solutions-to-
leadership/> [Accessed 9 January 2022].
6. Whitehead, S.M., 2014. Masculinities in management. In The Oxford handbook of
gender in organizations.
7. Jacobs, J. A. Women's entry into management: Trends in earnings, authority, and values
among salaried managers. Administrative Science Quarterly vol. 37 (1992) pp. 282–301
8. Larrabee, M. J. (Ed.). (1993). An ethic of care: Feminist and interdisciplinary
perspectives. New York: Routledge.
9. Leorhardt, C. A. (1998). Breaking the grass ceiling: A woman's guide to golf business.
Chicago: Triumph Books. 
10. Loden, M. (1985). Feminine leadership or how to succeed in business without being one
of the boys. New York: Times Books.
11. Manning, R. C. (1992). Speaking from the heart: A feminist perspective on ethics.
Lanham, MD: Rowman & Littlefield. 
12. Schaef, A. W. (1981). Women's reality: An emerging female system in a white male
society. Minneapolis, MN: Winston Press. 
13. Starhawk. (1980). Truth or dare: Encounters with power, authority and mystery.
Glenview, IL: HarperCollins.
14. Tharenou, P., Latimer, S., and and Conroy, D. How do you make it to the top?
Examination of influences on women's and men's managerial advancement. Academy of
Management Journal vol. 37 (1994) pp. 899–931 
15. Thompson, J. (1983). Learning liberation: Women's response to men's education.
London: Croom Helm. 
16. Tomaskovic-Devey, D. (1993). Gender and racial inequality at work: The sources and
consequences of job segregation. Ithaca, NY: ILR Press. 
17. Walby, S. (1986). Patriarchy at work: Patriarchal and capitalist relations in employment.
Minneapolis: University of Minnesota Press.
18. Jakobsh, Doris R. "Barriers to Women's Leadership." Encyclopedia of Leadership. Ed. .
Thousand Oaks, CA: SAGE, 2004. 77-81. SAGE Reference Online. Web. 30 Jan. 2012.

You might also like