Effectiveness of organizations depends on various factors. Nonetheless, it is firmly believed, by most practitioners and behavioural scientists, that leadership is a phenomenon which is crucial in achieving this goal (Yukl, 2013). As leadership is contextually bound, it cannot be completely understood from a single perspective. There are other elements that must be considered in order to do so, such as: the leader, the follower, the context and the interactions among them (Rumsey, 2013). The topic is even more fascinating in regards to the fact that most individuals are in some way a leader, a follower, or both. Despite the fact that most of these relationships go without particular notice, others have tremendous influence on the today’s world. …show more content…
This phenomenon was first described in a Wall Street Journal report by Hymowitz and Schellhardt (1986). Morrison, White and Velsor (1987) adopted the term in academic settings in their book titled: Breaking the Glass Ceiling: Can women Reach the top of America’s Largest Corporations? They defined glass ceiling as “a transparent barrier that kept women from rising above a certain level in corporations”. Many studies across different disciplines adopted the term since then (Bullard and Wright 1993; Cornwell and Kellough 1994; Crum and Naff 1997; Kellough 1989; Lewis and Emmert 1986; Lewis and Nice 1994; Mani 1997; Naff 1994; Naff and Thomas 1994; Newman 1994; Pfeffer and Davis-Blake 1987; Reid, Kerr, and Miller 2003; Wilson 2002). As a consequence, social psychologists provided the theoretical explanation of why there is fewer female on managerial positions. They came to the conclusion that this phenomenon is closely related to the fact that leadership is considered as a male quality. Traits that can be found in the literature, such as: ambitious, directive and risk-taking, are generally associated with men (Sabharwal, 2013). Moreover, there are some theories that try to expand the role of men in leadership even further. The “think-manager-thin-man” is undoubtedly dominating the literature (Agars …show more content…
It is called “glass cliff” and describes women inability of exerting authority the same way that men do (Sabharwal, 2013). The concept was first described by Ryan and Haslam (2005) as a situation in which “woman may be preferentially placed in leadership roles that are associated with an increased risk of negative consequences. As a result, to the extent that they are achieving leadership roles, these may be more precarious that those occupied by men”. Social psychological constructs arising as a form of overt sexism are considered to be the main drivers for this phenomenon. Also social constructs are considered to influence the arise of glass cliffs. These represent a desire to appoint women to high risk positions – setting them up for a failure (Ryan and Haslam, 2005, 2007). By way of explanation, females occupying senior positions are more likely to leave the organization when confronted with glass cliffs. It was found by Stroh et al. (1996) that 26% women left management positions whereas only 14% of men did the same. He also proved that the reason of that is not, as commonly believed, the fact that women have more family commitments, but the sub-optimal career opportunities that were encountered by females. Lyness and Thompson (1997) found that men job satisfaction was considerably higher than women.
There have been countless books, lectures, and and trainings, and retreats constructed around the idea of cultivating leadership in an individual. However, cultivating individuals’ ability to follow great leadership has received far less attention. Who are these people leading if each person within an organization is being trained to be a leader? The word follower has negative connotations, evoking the images of a weak, uncreative, milquetoast personality. However, Jimmy Collins, in his book, “Creative Followership: In the Shadow of Greatness”, suggests that the ability to be led brings as much creativity, consciousness, and indeed leadership to an organization or team as the leader himself. Great followership is a reflection of great leadership. In this, the follower is just as important as the leader in the relationship. Many great leaders have asserted that a leader with even a modicum of understanding of what drives their subordinates can take their organization to previously undreamt-of heights in creativity and productivity. Collins does not disabuse us of this notion, he does however add that the follower is indispensable agent in this interplay between leader and follower.
Unfortunately, even today, women are still trying to prove themselves equal to men in many ways. The “glass ceiling” is perhaps one of the most familiar and evocative metaphors to surface from the 20th century. This expression has been used widely in the popular media as well as in official government reports. The image suggest that although it may be the case now that women are able to get through the front door professional hierarchies, at some point they hit an invisible barrier that blocks any further upward movement. “Below this barrier, women are able to get promoted; beyond this barrier, they are not”. Such a situation can be considered a limiting case for a more general phenomenon: situations in which the disadvantages women face relative to men strengthen as they move up executive hierarches. “Traditional approaches to recruitment, organization and job design, performance management and promotions are often designed in ways that are more suited to men than to women. This is what creates the glass ceiling”. Beyond the limit of job titles, the glass ceiling also creates a pay difference between men and women performing the same work requirements.
The glass ceiling is defined as the “unseen, yet unbreachable barrier that keeps… women from rising to the upper rungs of the corporate ladder, regardless of their qualifications or achievements.” According to the Department of Labor, the glass ceiling is made up of “artificial barriers [that are] based on attitudinal or organizational bias that prevent qualified individuals from advancing upward in their organization into management-level positions.” Qualified women are continuously denied a promotion to the highest levels of corporate America and other professions. Once women reach a certain level at their career, they plateau and the glass ceiling prevents them from advancing any higher.
This research paper will take a symbolic interactionist perspective to contrast the different leadership prejudices of men and women in the workplace. The age-old debate of inequality for women in executive position will now be examined through online periodicals that show gender stereotypes in the workforce, different strategies men and women use to break the glass ceiling of the workplace, a focus on the interactions and reactions of a male Chief Executive Officer (CEO) versus a female CEO, leadership prejudices among women and women, and various studies regarding leadership of men and women. Because of stereotyping, very little focus is on men within the workplace. However, research shows that male workers face stereotyping as well as women. Therefore, a concentration on this matter will be focused within this paper. The paper concludes that both men and women face stereotypes that hinder, to some extent, their balance of work and family lives. Contrary to some stereotypes, women are proven to have just as powerful executive leadership qualities as men (Hackbarth, 2012).
Despite the ability of women to now enter into a variety of occupations and positions, men still dominant the power structure and make it much more difficult to rise. Within organizations men are given preferential treatment as a result of viewing women as the inferior gender. Men get promotions easier than women and women are expected to display exceptional behavior in order to receive any type of promotion at all for the same amount of effort. Often times, the presidency is considered the last glass ceiling, and one that is believed to likely be shattered by the election of the first women president. However, even if this glass ceiling is shattered, the existence of glass ceilings in a variety of organizations can still be seen. For example, the severe lack of women within congress (a meager 20) shows how difficult it is for women to be elected and hold their spot despite being just as qualified as their male counterparts. Similarly, Professor Redding provided examples of women within occupations such as lawyers and doctors. While the opportunities for them to get into these occupations has widened, there is still a gap within the occupations
Through the course of history, women have accomplished many feats surpassing stereotypes of being only useful for their vanity. The scholar Chisholm-Burns states that “it is clear that gender bias remains a challenge for women in the workplace, particularly as they try to move up the career ladder” (312). Society has made it hard, but not impossible, for women to accomplish certain goals. Burns continues by giving an explanation of the term “glass ceiling”, which is another form of discrimination towards women. “Glass
Also, the majority of women have been able to secure employment from traditionally female occupations such as teaching compared to male-dominated careers like engineering. Moreover, democratic country like the United States of America has recognized gender inequality as a fundamental issue and espouse equal right between men and women in contributing to social, economic and cultural life. Despite this improvement, gender inequality persists as women are not represented and treated equally in the workplace (Michialidis, Morphitou, & Theophylatou, 2012). The increasing number of women in the workplace has not provided equal opportunity for career advancement for females due to the way women are treated in an organization and the society. Also, attaining an executive position seem impossible for women due to the glass ceiling effects which defines the invisible and artificial barrier created by attitudinal and organizational prejudices, which inhibit women from attaining top executive positions (Wirth
The glass ceiling is a barrier so subtle that it is transparent, yet so strong that it prevents women and minorities from moving up in management (Hellriegel & Slocum, 2007). Three distinct causes of the glass ceiling have been identified. For one, many executives and managers are not held accountable for their actions toward equal opportunities and affirmative actions. Due to the lack of recommendations from managers and executives, many times women and minorities are not promoted or given higher positions Although the person may be qualified, in most instances, the position is given to a man or a majority. If the decision is later questioned, managers and executives cover one another to prevent the issues from "leaking out".
For many decades, women have faced inequalities in the workforce. At one point, they were not allowed to work at all. Although women's rights have improved and are now able to work alongside men, they are still treated unfairly. According to the 2012 U.S. Census, women’s earnings were “76.5 percent of men’s” (1). In 2012, men, on average, earned $47,398 and women earned only $35,791. This is when comparing employees where both gender spend the same amount of time working. Not only do women encounter unfairness in work pay, they also face a “glass ceiling” on a promotional basis. This glass ceiling is a “promotion barrier that prevents woman’s upward ability” (2). For example, if a woman is able to enter a job traditionally for men, she will still not receive the same pay or experience the same increase in occupational ability. Gender typing plays a huge role in the workplace. It is the idea that women tend to hold jobs that are low paid with low status. Women are not highly considered in leadership positions because of social construction of gender. Society has given women the role of “caretakers” and sensitive individuals. Therefore, women are not depicted as authoritative figures, which is apparent with the absence of women in leadership roles in companies. Furthermore, sex segregation leads to occupations with either the emphasis of women in a certain job or men in a certain job. In 2009, occupations with the highest proportion of women included “secretary, child care worker, hair dresser, cashier, bookkeeper, etc.” (3). Male workers typically held job positions as construction workers, truck drivers, taxi drivers, etc. (3). Sex segregation represents inequality because the gender composition for these jobs depends on what ...
Leadership is everyone’s business because it’s the small things that matter the most that can have a profound impact on our lives. As a result, “leadership is about relationships, about credibility, and about what you do. And everything you will ever do as a leader is based on one audacious assumption: that you matter” (Kouzes & Posner, 2010, pg. 329). Being an effective leader will prove to be difficult without these relationships and trust because you want to show others that you have consistent behaviour since you are looked at whether or not it is apparent to you. Consistency is fundamental to establish yourself as trustworthy because people are looking at everything you do. If you were to waiver, that is to say, if you don’t walk the line, you will be viewed as untrustworthy because your actions and words don’t align. As a result, credibility must be the foundation if you want to be active in a leadership role which leads to my next point.
Chan, K. W. & Maubourgne, R. A. 1992, Parables of leadership, Harvard Business Review, July-August.
When it comes to leading others it is a task/ position where you never stop learning. In order to be an effective leader you must adapt and continuous grow in your leadership role. Growing up I heard the quote by William Burroughs, when you stop growing you start dying. I believe this true because when you settle with what you have or know you tend to miss out on better opportunities.
The term “glass ceiling” in corporate America entered mainstream consciousness in the 1980s, although progress at the national level can be traced back to the civil right movements of the 1960s. At that time, concerns had mounted regarding racial inequities, but the feminist movement soon brought gender equality to the forefront. While the “glass ceiling” originally referred to the maximum potential that women could achieve in organizations, it is commonly defined as “a barrier so subtle that it is transparent, yet so strong that it prevents women and minorities from moving up in the management hierarchy” (1990, Morrison & Gilnow, pg.) and thus has come to include racial and ethnic minorities as well. “Women of all races and colors found their
Although the financial crisis happened years ago, the occupation for every participant is still very limited. Because of the limited positions, when the recruiter wants hire somebody, they have to considerate a lot of aspects. For example, they will look at their resumes, experience and their gender. Currently there are still a lot of voices talking about the unfair treatment to women. For example, there is a theory called the glass ceiling, which means the bottleneck that happens to a woman, she is stuck in some level of her career that it is hard for her to get another promotion (Morrison, White, & Van Velsor).this really draws my attention and curious to find out the reasons that prevent women from promotion in the high level
The “glass ceiling” is one of the most compelling metaphors for analyzing inequalities between men and women in the workplace. Glass ceiling can also be misunderstood, invisible, and elusive as a barrier that will prevent women and minorities from rising to the positions of prestige, power, or the highest position in the workforce, professional advancement at managerial levels. Because of this barrier many women have feelings that are not good enough to have the highest position, but also they the impression that the superiors would not take them seriously as they deserved. Few years ago many statistics showed that women is still facing “glass ceiling” barrier in management world with a whopping of 73% in comparison with only