Women do better once they break the glass ceiling

http://www.vancouversun.com/business/Women+better+once+they+break+through+glass+ceiling/4410242/story.html

Although women have a hard time reaching top level of management in many organizations, those that do are proven more successful then men. This article in the Vancouver Sun talks about the same stereotypes that our book and class has discussed of women in top leadership roles. Women are usually looked at as too "male" and are seen in a negative light, or too empathetic and not tough enough to deal with the demands of being a CEO. However, this article shows that many top women leaders show leadership traits that have proven to be successful. These traits include decisive and collaborative, competitive and team driven, power and ethics, and capability and curiosity. Because women in top leadership roles use things such as collaboration to help make their decisions they are not giving out that "know-it-all" persona but also making their co-workers feel like they are important part of the organization and decision making process. Although the glass ceiling effect is still something we deal with everyday we should take note of how women have become successful and think about how that could help other women move up the ladder in corporate America.

http://www.fmwf.com/media-type/news/2011/02/women-in-the-boardroom-the-glass-ceiling-or-the-sticky-floor/

After reading chapter 13, "Women and Leadership," and the article "Women in the boardroom: the Glass Ceiling, or the Sticky Feet I was able to make a few connections, and found some interesting information. The book explains how many women are less likely to hold a leadership role that is as effective as a males. This may be true due to a woman's want to maintain peace and show they care while the leader role has been masculinized making it more difficult for women to get the job done. Data shows that women in leadership roles tend to be more participative rather than delegating and more motivating like men have shown.
This ties to the attached article, because although women are feeling like they are being discriminated against, some studies show otherwise. Leadership roles that have been lead by women have usually failed. On occasion a good leadership job is maintained by a woman. However, the article talks about how although women may do a good job at their job, because they don't focus on politics and world events, they tend to miss important chances at taking risks and ultimately, making decisions that are right for the company's future. The article says this "It might not be the glass ceiling, but the sticky floor’ that is partly to blame." The sticky floor pertains to women who are not interested in becoming leaders because they want to also have a family and not be married to their jobs. This situation can be looked at in two different ways. So I ask you: is the glass half empty, or half full? Would you say there is a glass ceiling, or a sticky floor?

Indra K. Nooyi

http://leadership.bcg.com/americas/nooyi.aspx

This article gives four good examples for why Indra Nooyi the CEO of Pepsi Co has a (5,5) Middle-of-the-Road Management style in the Blake and Mounton's Managerial Grid. Middle-of-the-Road Management is described as adequate organization performance is possible through balancing the necessity to get work out while maintaining morale of people at a satisfactory level.
The first example from the article that leads me to believe the Indra has a (5,5) management style is when she talks about the performance with purpose movement she is making with Pepsi. When describing this movement she says that the word purpose has three elements. One of the elements she describes is talent. Which refers to Pepsi Co employees. Indra says she wants to make sure that people that work at Pepsi are able not just to make a living, but have a life. This comment shows that she cares about her employees and understands that they have lives outside of the business.
A second example that Indra has a (5,5) leadership style is because when asked if she reduced R & D during the economic downturn she responded that they increased it. This statement shows that even in hard times Indra is still very task related.
A third example that helps to show that Indra has a (5,5) management style is when she talks about how CEO's of the future need to have emotional intelligence and treat their employee's right. This example again shows that Indra is not only focused on the task and performance side of Pepsi,but also concerned with the well being of her employee's.
The last example that supports my conclusion the Indra has a Middle-of-the-Road Management style is when she talks about how CEO's need to stop focusing on the short term and focus on the long term. This helps to prove that Indra is task oriented and not only is concerned with Pepsi performance in the short run, but also in the long run as well.

Women & Quotas: Will it Break The Glass Ceiling?

http://blogs.forbes.com/sashagalbraith/2011/02/25/women-quotas-will-it-break-the-plexi-glass-ceiling/

With the number of men in the boardroom greatly out numbering women, Sasha Galbraith, the author of this article suggests that maybe a law needs to be put in place to help women break through the glass ceiling and even out the number of men to women in upper management positions. Both Norway and France have instituted quota laws to help make sure publicly traded companies have women in their board of directors. As we learned in chapter 13, the only difference in leadership that has been found between men and women is that women tend to lead in a more Democratic or participative manner. They also tend to use more of a transformational style, which is a style that emphasizes intrinsic motivation and follower development. Since these leadership styles are associated with the contemporary notions of effective leadership there should be no reason for women to be kept from the board room. With chapter 13's evidence that women can be just as effective leaders as men do you think that the United States should institute a law, like Norway and France, that sets a quota for the percent of women that have to be included in the board room in publicly traded corporations? If so, would this be helpful or hurtful to progress of women in the world?

"Women make more trusted bosses"

One of the five "traits" of authentic leadership is establishing connected relationships. In the article provided below, male employees were particularly confident in their female bosses' abilities to do their job well. They also considered them to be highly principled and honest. But what impressed male employees most was the woman's knowledge of what their employees have to deal with in their day-to-day lives. The fact that women can be more understanding and authentic; showing more appreciation for the effort that employees put in, not only helps boost their morale at the workplace, but is also a big driver of trust. So essentially, employees are more likely to do better work when their boss is female. This goes a long with being able to persuade your staff that you are a fair leader that can be trusted. Barbara Socking, CEO of Oxfam GB, says "People have to believe that what you're doing is very fair - then they will trust and go along with an enormous amount of what you need to do". This article states that that is exactly what is needed as we work to get out the recession.

http://www.managementtoday.co.uk/bulletin/mtdailybulletin/article/1025520/women-trusted-bosses/

Numbers of women in executive positions are down around the world.

     Many of us see the small numbers of women in top leadership roles in the United States and don't think much about the number of women around the world that are having the same problem. In almost every country that The Financial polled, the number of women in top leadership roles in organizations are down, Some of these countries include India and Japan.
     Many of the reasons that women in the United States are not considered to for top leadership positions is because of their difference in Human Capital differences, Gender differences and types of leadership styles as well as the stereotypes and bias that happen between men and women. These problems are also likely to be problems for women in countries across the globe but there are other things to considered in different cultures as to why women may not be considered for top executive positions.
     Many countries have very different views on the differences between women and men in their cultures. This could be a huge hurdle that many women in places such as the United Arab Emirates to even be considered for these positions. Other difficulties that could be a problem are the best way to enter into a male dominated environment. Many times if women have a leadership that is similar to a males they are rated poorly because of the stereotypes that are thought of for women. These women in different countries may need to think of the best way that they can relate to both men and women as well as a way that is acceptable within their religion.

http://finchannel.com/Main_News/Business/83119_Thailand_and_Georgia_Lead_Women_in_Business_Rating/

Lack of Self-Promotion Hurts Women in Large Firms

In Chapter 13 of our textbook, we learned that there are essentially 3 explanations for why women are underrepresented in high-level leadership positions: human capital, prejudice, and gender differences. Gender differences deal with the issue that women are simply just different from men. This argument claims that women's underrepresentation in elite leadership positions is a result of differences in leadership style and effectiveness. Our textbook provides sufficient evidence to say that women are no less motivated or intelligent or worse leaders. However, there is research to indicate that women are less likely than men to promote themselves for leadership positions. The article provided below talks about how that lack of self-promotion hurts women in large law firms. They use the example of Dorthy from the Wizard of Oz as a leader. How she solved the Scarecrow, the Tin Man, and the Lion's problems, but at the end of it, did not look for any recognition or reward. The author says that that is why no one knows what she did and no one considered her a leader. Not surprisingly, only 2% of the chairs of major law firms are women and only19% of the partners at large law firms are women. The author also says that one reason for this definitely pertains to the fact that the old boys' club, unconscious bias, and outright resentment of women who ask for business or leadership opportunities are still a threat to many law firms. And that it is not that male lawyers are better at their jobs or more successful, it's simply just that women are not as adamant about "strutting their stuff" as men. The article also provides a list of ways to break the barriers that hold women back from positions of power in law firms.

http://amlawdaily.typepad.com/amlawdaily/2009/07/self-promotion.html