Women leaders improve the workplace. Here’s how to empower them.
The following contribution comes from the APA (American Psychological Association), which defines itself as follows: About the APA
The APA is the leading scientific and professional organization representing psychology in the United States, with more than 190,000 researchers, educators, clinicians, consultants, and students as members.
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Our mission is to advance, communicate, and apply psychological science and knowledge for the benefit of society and the improvement of quality of life. We accomplish this by:
Using psychology to make a positive impact on critical social issues.
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Author: Amy Novotney, a team member.
Psychological research shows that women leaders improve organizations. Experts share strategies for increasing the presence of women in leadership positions.
Professional Women Collaborating in the Workplace
When more women have the opportunity to lead, everyone benefits. Decades of research show that women leaders contribute to increased productivity, improved collaboration, inspired organizational commitment, and the promotion of equity.
Despite these benefits, only 10% of Fortune 500 companies are led by women. How can companies create more opportunities for women in leadership positions using psychological science?
Industrial and organizational (I/O) psychologists offer a variety of evidence-based strategies to help close the gender gap. These include early identification of leadership potential, training men and others in positions of power to act as allies, and formal mentoring and sponsorship programs.
“Women still face greater challenges to their authority and success than their male counterparts,”
said Alice Eagly, PhD, professor emerita at Northwestern University and a pioneer in women’s leadership research. “However, despite these challenges, women are gradually rising in political, corporate, and educational leadership.”
What happens when women lead?
Decades of psychological research confirm that when women are empowered to assume leadership positions, the effects can be transformative for everyone.
Female leaders demonstrate more transformational leadership styles, according to a 1992 historical meta-analysis of 61 studies led by Eagly. The study’s findings show that they are more likely to embody the best of the organization and inspire people to join its mission, compared to men. A 2020 meta-analysis led by Eagly reveals that women are now considered to be as competent as, or even more competent than, men. The study included data from 16 nationally representative public opinion surveys of more than 30,000 American adults conducted between 1946 and 2018. Researchers analyzed three types of traits: empathy (i.e., compassion, sensitivity), initiative (i.e., ambition, assertiveness), and competence (i.e., intelligence, creativity), and whether participants considered each trait to be more characteristic of women or men, or equally true of both.
The results showed that stereotypes about competence have changed dramatically over time.
For example, in a 1946 survey, only 35% of respondents believed that men and women were equally intelligent, and among those who believed there was a difference, the majority thought men were the more competent sex. In contrast, in a 2018 survey, 86% believed that men and women were equally intelligent, 9% believed that women were more intelligent, and only 5% believed that men were more intelligent. Furthermore, social stereotypes that consider women more compassionate and sensitive than men have been reinforced over time.
Teamwork improves significantly with the presence of women in the group, an effect explained primarily by the benefits women bring to group processes, according to a 2010 study. In two studies with 699 people, organizational psychologist Anita Williams Woolley, PhD, and her colleagues examined work groups of two to five people and found that the proportion of women in a group was strongly related to the group’s collective intelligence—that is, its ability to work together and solve a wide range of problems. Groups with more women showed greater equality in turn-taking in conversation, which allowed group members to respond better to one another and make the most of each other’s knowledge and skills. Women outperform or equal men on seven of the eight leadership-relevant traits assessed in a 2008 national survey conducted by the Pew Research Center. Half of the respondents rated women as more honest than men, while 20% said men are more honest than women. In terms of intelligence, 38% said they considered women more intelligent, while only 14% indicated that men are more intelligent. Women were also rated as more compassionate, extroverted, and creative.
The mere presence of a female leader compared to a male leader led observers to anticipate fairer treatment within that organization,
as well as higher pay and status, according to a 2022 study led by social psychologist Mansi P. Joshi, PhD. Female leaders fostered organizational trust in both male-dominated and female-dominated industries, and across different levels of the organizational hierarchy.
Appointing women to top leadership positions can even help mitigate entrenched stereotypes expressed in language, suggests a 2022 study. Researchers used natural language processing techniques to analyze more than 43,000 shareholder documents and investor calls from 33 S&P 500 organizations led by both men and women. They found that hiring female CEOs and board members was associated with changes in the organizations’ language use, helping to associate women with characteristics crucial to leadership success. “Our findings suggest that female representation is not merely an end in itself, but also a means to systematically change insidious gender stereotypes and overcome the trade-off between being perceived as competent or likeable,” the study authors wrote.
Slow but steady progress.
Thanks to ongoing efforts to promote gender equality in the workplace, women leaders are gradually making inroads in the business world, Congress, higher education, and the field of psychology. Despite these advances, the proportion of male and female leaders is still far from equal. This is a complaint that leaders in psychology have echoed for years, including the late Jean Lau Chin, PhD, the first Asian-American psychologist to be licensed in Massachusetts and a pioneer in advocating for greater diversity in leadership.
“It’s not enough to have a voice and a vote,” Chin proclaimed in a 2016 TEDx talk. “It’s time for women and diverse leaders to occupy leadership positions if we are to build a future together.”
Many women experience discrimination not only because of their gender, but also because of their race, sexual orientation, disability, or other aspects of their identity.
According to a 2022 McKinsey & Company report on Women in the Workplace, Latina and Black women are less likely than women of other races and ethnicities to say that their boss supports their professional development.
They also experience less psychological safety. The McKinsey report revealed that Asian and Black women are less likely to have strong allies on their teams. They are also less likely than white women to say that their senior colleagues have taken significant supportive actions on their behalf, such as praising their skills or advocating for a raise. Furthermore, LGBTQ+ women and women with disabilities report experiencing more humiliating and alienating microaggressions. Compared to women in general, women are more likely to have their colleagues comment on their appearance or tell them that they “look angry” or that they “should smile more.”
Chart on the advancement of women leaders
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What can organizations do to promote more women to leadership positions?
Science points to a number of steps that organizations and individuals can take to help close the gender gap in leadership.
Identify potential leaders early. One promising approach is the early identification of leadership potential (opens in a new window), says Anna Marie Valerio, PhD, an executive coach and adjunct professor of psychology at New York University. This includes allowing potential leadership candidates to receive a great deal of feedback early in their careers—through assignments, mentorship, and coaching—which can enable them to develop their networks and demonstrate their ability to take on greater responsibilities.
“Providing women with key experiences early in their careers helps them build the foundation they need to develop, excel, and go as far as their skills, abilities, and motivation allow,” said Valerio, author of the 2009 book Developing Women Leaders: A Guide for Men and Women in Organizations.
Establish mentoring programs that also focus on sponsorship. Numerous studies highlight the benefits of successful mentoring programs, including greater career success for individuals and higher levels of engagement, retention, and knowledge sharing for organizations.
When it comes to mentors, it’s important for women to seek out both mentors who can provide career guidance, support, feedback, and knowledge, and sponsors who go beyond the mentor role and use their position and influence to proactively advocate for a junior employee’s advancement, says organizational psychologist Victoria Mattingly, PhD, founder and CEO of Mattingly Solutions, a workplace inclusion consultancy.
“Research shows that sponsorship is more effective at helping women move into leadership positions than mentorship,” Mattingly said. “Mentors are great as a sounding board and for providing guidance, but when it comes down to it, you need someone to support you when you’re not around.”
Support women by encouraging them to join women-led professional organizations. According to a 2023 study, women also enhance their leadership skills by joining women-led professional organizations. Researchers surveyed members of a women-led professional organization in the southeastern United States and found that experiences within these associations allow them to hone their leadership skills, network with other women, work directly with and observe female leaders, and receive support in assuming leadership roles.
“In turn, these members showed greater leadership aspirations, more confidence in their abilities, and a broader vision of leadership in their careers,” the study authors wrote.
Organizations can encourage this by including professional development funds in their budgets, which will make it easier for employees to participate in these groups.
Focusing on mutual support is crucial. According to Mattingly, women aren’t the only ones who can contribute to increasing the number of female leaders.
A 2018 study revealed that male executives trained to be allies are much more likely to report incidents of gender inequality than those who don’t receive such training. “This is because they are already in a position of power and won’t be penalized for speaking out the way a woman would,” said Mattingly, the study’s author.
Allies use their privilege and group membership to support and advocate for those who belong to a different and historically disadvantaged identity group, Mattingly explained. She added that support should also be analyzed from an intersectional perspective, where white women can be allies of women of color, women without disabilities can be allies of people with disabilities, and heterosexual women can be allies of LGBTQ+ people.
“It’s about recognizing our privilege, overcoming the biases we all have as human beings, and then leveraging that privilege to advance, regress, or intervene and help those who have historically been marginalized in their rise to leadership positions,” Mattingly concluded.
Thanks to these and other efforts around the world that empower women to lead, the future of women leaders looks promising, Valerio stated.
“We know much more about this topic now than we did 10 years ago, and we have the perspective to see what happens when people are given key experiences and spaces to learn from them, as well as mentors and coaches,” she said. “They can really make significant progress with a positive attitude toward inclusion. I’m hopeful that this will no longer be an issue in 10 years, although it will still require a sustained effort to achieve it.”
New Research: Women Are More Effective Than Men in All Measures of Leadership
The following contribution comes from the Forbes website and is authored by Kevin Kruse, founder and CEO of LEADx, which offers programs and coaching for women at all levels, empowering them to overcome barriers and reach their full potential in the workplace.
By Kevin Kruse, contributor. Kevin Kruse specializes in leadership development and emotional intelligence.
The best way to develop a strong pool of female leaders is to create a Women in Leadership program.
In 2023, for the first time ever, women CEOs led approximately 10% of Fortune 500 companies. This is undoubtedly a significant milestone. But it also underscores the need for greater female representation at all levels of leadership.
And this isn’t just about representation. Women leaders are beneficial to businesses:
The Conference Board’s Ready-Now Leaders report shows that organizations with at least 30% women in leadership positions are 12 times more likely to be among the top 20% in financial performance.
A Leadership Circle study, based on evaluations of more than 84,000 leaders and 1.5 million evaluators (including managers, senior staff, peers, direct reports, and others), demonstrates that women leaders have a more significant impact than their male counterparts at all management levels and across all age groups.
Building a pipeline of women leaders is critical to business success.
This year’s IBM report states that “women remain significantly underrepresented at middle management levels, which compromises the prospects for a strong pipeline of future leaders.” So, how can a pipeline of women leaders be better developed to promote equity and achieve better results?
First, it’s helpful to understand what makes women more effective leaders. And who better to explain this research than Cindy Adams, president and chief legal officer of Leadership Circle? Adams led Leadership Circle’s new study, which provides insights into the differences in leadership impact between male and female leaders. She is passionate about using this data to help women advance in leadership positions.
Cindy Adams
Cindy Adams, President and Chief Legal Officer of Leadership Circle
Cindy Adams
The Female Leadership Advantage: How Women Outperform Men in Leadership Effectiveness
The research Adams led at Leadership Circle is based on the Leadership Circle Profile, a scientifically validated 360-degree leadership assessment that measures “Creative Competencies” and “Reactive Tendencies.”
“The behavior of creative leaders stems from their values and purpose,” Adams said, “rather than being based on a set of assumptions about how leaders are supposed to behave.” Creative competencies are effective leadership skills, widely researched and validated globally. These include competencies that encompass five dimensions:
Relationship
Self-Awareness
Authenticity
Systems Awareness
Achievement. On the other hand, reactive tendencies are those that “got us here, but won’t get us where we want to go,” Adams stated. “The reactive structure of ‘beliefs and assumptions’ is designed to protect us or preserve our self-esteem. However, it contains self-limiting beliefs and behaviors that prevent leaders from reaching their full potential.” Reactive leaders rely heavily on behavioral patterns learned in childhood about what they are supposed to do and say, which often leads to autocratic micromanagement. The three reactive dimensions include:
Fulfill
Protect
Control
Drawing on Leadership Circle’s growing database of over 240,000 complete leadership profiles, Adams highlighted three key advantages that research suggests contribute to women leaders being more effective than male leaders.
Women score significantly higher across the five Creative Dimensions
Women leaders score significantly higher in their ability to “connect and relate to others,” as well as in the competencies of Authenticity and Systems Awareness. This suggests that women leaders are not only better at building relationships, but that the relationships they build are characterized by authenticity and an awareness of how they contribute to the “greater good beyond their immediate sphere of influence.”
Women tend to lead with a creative mindset and pursue collective success: Adams wrote, “Female leaders often lead with a ‘play to win’ orientation, focusing on their natural curiosity about what matters most for the future they are creating and collaborating with others to move that vision forward.” Male leaders can also lead with this orientation, but they are just as likely to do so with a “play it safe” approach and may spend as much time moving away from what they don’t want as they do moving toward what they do.
Women build and cultivate stronger connections: Adams stated, “Female leaders stand out markedly from male leaders in creating empathetic connections, mentoring and developing others, and showing concern for the community. In today’s business environment, this represents a significant advantage.”
“In short,” Adams concluded, “female leaders demonstrate higher levels of leadership effectiveness and greater creative competence (across all dimensions), and a lower reactive impact compared to their male counterparts.”
Despite all the tangible benefits that women leaders bring to organizations, many still fail to develop and effectively support them.
How to Develop Female Leaders to Leverage the Female Leadership Advantage
“If you’re not creating a pathway in your company for more inclusive leadership or harnessing the full power and potential of women in leadership positions, then you’re not doing everything you can for your organization’s success.”
—Cindy Adams, Chief Learning Officer, Leadership Circle
To leverage the female leadership advantage, Adams points out that simply hiring more women isn’t enough.
“Diversity in leadership positions has proven to have a strategic advantage,” Adams emphasized. “It’s important not only to hire and promote female leaders but also to foster their development from the outset and help them gain as much business experience and knowledge as possible in roles that may still be male-dominated.”
Perhaps the best way to develop a strong pool of female leaders is to create a Women in Leadership program. Here are four key elements for a successful program:
- Focus on “Authentic Self-Advocacy.”
Data from Leadership Circle reveals that while female leaders present themselves more effectively than male leaders, they underestimate their abilities and influence to a greater extent. Furthermore, female leaders perceive themselves as more overworked and overcommitted than their male counterparts.
For Adams, this points to the need for women to learn to see themselves authentically and to speak about their strengths and advocate for themselves. For example, the first few months of Adobe’s training program for women leaders focus on personal leadership practices designed to empower emerging female leaders. Participants explore questions such as:
What are your superpowers? What are your unique talents and strengths? How can you leverage them and contribute to the organization?
What are your values?
Who can be part of your personal board of directors to support your success?
How can you optimize your time to achieve greater impact?
Emphasizing authentic self-advocacy helps reduce the gap between women’s measurable effectiveness and their self-perception. 2. Leverage group and peer learning.
Learning is far more effective when it takes place within a community of like-minded individuals. Adobe’s program, for example, utilizes Mastermind groups of four to six women participants, where they can receive peer mentoring and delve deeper into what they are learning. Group learning emphasizes networking and relationship building, which are especially vital in remote and hybrid work environments. A group-based approach can help create an ongoing support network that extends well beyond the program period.
- Take advantage of executive coaching for personalized growth and support.
In a one-on-one coaching relationship, women leaders can receive personalized support as they progress in their growth and development. The pharmaceutical company Endo prioritizes coaching in its ASPIRE program for women in leadership positions. “I’ve seen the power of combining female talent with that of excellent female coaches,” said Patrick Barry, Executive Vice President and President of Global Business Operations at Endo. “That’s why I helped create ASPIRE to formalize the connection between female talent and coaches.”
Similarly, Adobe integrates executive coaching into its women’s leadership program. At Adobe, executive coaches participate not only by providing individual support to participants but also by engaging in conversations with their managers. This helps deepen the coaches’ impact and involve the participants’ managers more directly.
- Bridge the gap between knowledge and practice with hands-on exercises and manager involvement.
Giving leaders opportunities to practice, experiment, and apply new beliefs and skills is the best way to turn learning into action.
At Adobe, participants are integrated into working groups immediately after a new concept is presented. These sessions offer them the opportunity to reflect on and discuss how they will put their new learning into practice and answer questions such as:
How will I use this concept?
What will it look like?
What questions do I have?
Adobe also makes a point of involving participants’ managers in the process. “We ask participants to report monthly to their managers on what they learned, how they can apply it, and how their manager can help them,” said Angela Szymusiak, director of talent development for DE&I at Adobe. “Encouraging participants to interact with their managers during this experience helps solidify their learning and makes it practical, relevant, and valuable in their daily work.”
Start developing your female leaders NOW!
Regardless of the design, content, or length of a leadership development program, Adams says it’s crucial to start early, for the benefit of future female leaders and the organization as a whole.
“Women, in particular, move from ‘less effective’ to ‘more effective’ sooner than men,” Adams says. “If we start building more diverse teams and organizations now, businesses will benefit, and the world will benefit today and ten years from now.”
Diversity, Equity, and Inclusion
The Benefits of Female Leadership for Businesses
The following contribution comes from the CoachHub portal, which defines itself as follows: The AI revolution is, at its core, human.
Technology and strategy have never been what determines the success or failure of change. It’s people. We created CoachHub to drive that success.
Authorship by the team.
Today, more women than ever are reaching executive positions across diverse sectors and around the world. As this shift accelerates, so too is the recognition of the unique strengths women bring to leadership—strengths that are not only transforming the modern workplace but also driving tangible business success. Research and real-world examples continue to highlight the concrete benefits of female leadership, demonstrating that diverse leadership is not only good for organizational culture but also for the bottom line.
The Rise of Women in Leadership Is of utmost Importance
Studies by McKinsey & Company and other organizations demonstrate that the leadership characteristics in which women excel—collaboration, adaptability, emotional intelligence, and long-term strategic thinking—are precisely what organizations need to thrive in the complex and dynamic business landscape of the 21st century.
Let’s take a closer look at the advantage of female leadership and how it is transforming work environments and driving business growth.
TABLE OF CONTENTS
Link to text
6 Ways Women Leaders Drive Business
- Stronger Relationships Based on Trust
One of the most valuable leadership assets in today’s business world is emotional intelligence (EI): the ability to understand, manage, and respond to emotions effectively. Research has shown that, on average, women tend to score higher on certain measures of emotional intelligence, which can strengthen their ability to build relationships based on trust. Of course, these qualities are not exclusive to women, but they highlight one way in which female leaders often contribute to their teams’ success.
In an era of hybrid work, diverse teams, and economic uncertainty, trust and psychological safety are more important than ever. Leaders with high EI excel at communication, conflict resolution, and fostering an inclusive and supportive work environment, ensuring that employees feel valued and heard. This translates into higher morale, lower staff turnover, and stronger teamwork—factors that drive long-term business performance.
- Profitability Driven by Diversity
According to a McKinsey & Company study, companies with greater gender diversity in leadership positions were more likely to report higher profitability. While results vary by organization, research suggests a positive relationship between diversity and performance.
Some studies have also linked female leadership with better long-term performance and stability, suggesting that diverse perspectives can play a significant role in sustainable business growth.
- Strategic and Sustainable Growth
Women leaders are often credited with prudent risk management, long-term strategic planning, and strong stakeholder relationships—factors that strengthen companies against economic downturns and ensure sustained growth. In this regard, a 2020 Morgan Stanley report observed that companies with greater gender diversity in executive positions tended to show higher return on capital and lower volatility. This points to diversity as a potential advantage for navigating unpredictable markets.
Instead of seeking short-term gains, women in leadership positions prioritize steady and sustainable growth, which helps companies remain competitive and resilient.
- Inclusion and Innovation
Innovation flourishes in environments where diverse perspectives and open dialogue are encouraged and valued. Women leaders promote collaborative and inclusive work cultures, often adopting transformational leadership styles that prioritize mentorship, teamwork, and employee development over rigid, hierarchical management.
Furthermore, women excel at empathetic listening and consensus-building, creating an environment of psychological safety that fosters creativity, problem-solving, and innovation. In an era of rapid technological transformation, companies that champion inclusion and open communication are far more likely to stay ahead of the curve.
- Culture and Community Development
It’s no secret that a healthy organizational culture represents a powerful competitive advantage. By cultivating trust, inclusion, well-being, and a shared purpose, women leaders create work environments where people feel connected and engaged.
Beyond the workplace, women in leadership positions often extend their efforts to build culture within their communities and among stakeholders, strengthening brand reputation and social impact. This people-centered leadership style not only attracts and retains top talent but also fosters loyalty among customers and partners.
- Sustainability and Corporate Social Responsibility (CSR)
Today’s consumers, investors, and employees expect companies to do more than maximize profits: they demand corporate responsibility, ethical leadership, and sustainability initiatives. Women leaders are often at the forefront of these efforts, promoting environmental, social, and governance (ESG) policies, ethical business practices, and long-term social impact strategies.
A 2016 Credit Suisse report revealed that companies with a greater presence of women in executive positions had stronger sustainability and CSR programs. Examples like PepsiCo under Indra Nooyi and General Motors under Mary Barra are frequently cited in the trade press as cases where leaders prioritized responsible practices and consumer-centric innovation, in addition to financial performance. These examples illustrate how women leaders have been associated with advancing sustainability and growth.
The future is female.
As companies adapt to rapid technological change, economic uncertainty, and evolving workplace dynamics, the demand for inclusive and visionary leadership has never been greater. Women are uniquely positioned to meet this challenge, thanks to the clear benefits of female leadership: the combination of collaboration, innovation, and long-term strategic thinking to drive business growth and cultivate organizational culture. The ability of women leaders to inspire teams and promote sustainable growth makes them an indispensable force in shaping the future of organizational success.
However, despite their undeniable impact, women remain underrepresented in senior management positions, limiting opportunities for the next generation of female leaders. By supporting, guiding, and promoting women’s leadership, we not only close a gap, but also unlock new levels of innovation, resilience, and transformation for businesses worldwide. The future of leadership is diverse. The time has come to empower more women to reach their full potential. [Learn how to develop and implement a women’s leadership program in your organization with our helpful guide.]
Think Leader, Think Woman: Why Women Excel in Leadership
The following contribution comes from Medium, which describes itself as follows: We all have a story to tell. Medium is a space for human stories and ideas. Here, anyone can share knowledge and wisdom with the world, without needing to build an email list or a following. The internet is noisy and chaotic; Medium is quiet but full of valuable ideas. It’s simple, engaging, collaborative, and helps you find the right readers for what you have to say.
Ultimately, our goal is to deepen our collective understanding of the world through the power of writing.
The author is Rebecca Williams, who describes herself as follows: I am a passionate educator and have spent over two decades helping people communicate in two languages and in five countries. I work as a communication coach at Stanford Business School and have coached professionals and teams at organizations such as Google, Netflix, and Gallo Winery. My mission is to help ambitious, forward-thinking people reach their full potential so they can transform the world with their ideas.
This article is based on my conversation with Barbara Krylova, a student at the University of Vienna.
“Think manager, think man. Think crisis, think woman.” While this old saying reveals a lot about the invisible barriers women still face in their careers, it also reminds me of feminine strengths and how, in general, we are exceptionally well-suited to excel in leadership roles. How do we know this is true?
I recently had the pleasure of speaking with Barbara Krylova, a student at the University of Vienna, where she is delving into soft power and female leadership for her dissertation. Barbara’s research proposes a model of transformational leadership, one that capitalizes on the inherent strengths of women leaders.
In the second part of our conversation, we discussed the “glass cliff phenomenon” and how, when women are given the opportunity to lead, they tend to outperform their male colleagues. Here’s what came up.
This video is an excerpt from my conversation with Barbara Krylova, a student at the University of Vienna.
The importance of gender diversity in business leadership continues to grow.
The data confirms this. Reports from organizations such as McKinsey, the Peterson Institute for International Economics, and Credit Suisse demonstrate—beyond a doubt—that gender diversity in leadership positions significantly improves a company’s chances of success.
“Companies in the top quartile for gender diversity in their executive teams were 25% more likely to achieve above-average profitability than companies in the bottom quartile.” — McKinsey & Co.
“The presence of women in senior management positions significantly increases net margins.” — Peterson Institute for International Economics
“Companies with greater female representation in decision-making roles continue to generate higher market returns and superior profits.” — Credit Suisse
It may seem simplistic to use gender alone as a criterion for evaluating a company’s financial success, but it’s difficult to ignore data as clear as this. If our goal is to build organizations that grow, why not pay attention to this information and make decisions based on it?
Of course, I know and have seen many men who are fantastic leaders. What interests me is highlighting the unique strengths that women bring to leadership and what it would mean for our world if more women held those positions.
This goes beyond DIE (Diversity, Equity, and Inclusion).
My mission is to empower women through safe communication, ensuring their influential representation in leadership across all sectors and around the world. While the debate on DIE is important, when we start talking in terms of acronyms (DIE, ESG), I’ve noticed a tendency for the framework’s objective to be overshadowed by a more negative narrative, including accusations of greenwashing, as well as political and ideological controversies. Take ESG, for example.
The other day I was working with a client, helping him organize his ideas for an ESG panel discussion. He’s an investor, and the question he was asked was, “What are the two main ESG criteria that you, as an investor, consider important for value creation and risk mitigation?” His answer? “ESG criteria have always been fundamental to investment decisions, even before the term ESG became popular. ESG is the set of basic concepts that every good investor pays attention to.” For him, it’s not about meeting ESG requirements just for the sake of meeting formal requirements. It’s about verifying whether the essential elements that predict business success (e.g., risk management, brand and reputation, and regulatory compliance) are present. The same applies to DIE (Diversity, Equity, and Inclusion).
A diverse, equitable, and inclusive work environment is beneficial for companies. It’s not about meeting formal requirements or quotas; It’s about making decisions that ultimately make sense for the business. What’s clear is that gender diversity in leadership makes sense for companies.
As a global community, we have significant problems to solve. There’s no need to list them here. That’s why it’s time to move beyond convenient acronyms and focus on what matters. What matters in this unique moment is effective leadership. So, what is it about women that makes them such effective leaders?
Women and the Language of Leadership
Effective leadership is about guiding people toward a common goal. What better way to inspire them than through strong relationships built on trust? Calmness, compassion, and kindness are excellent ways to build relationships and trust. If you want people to reach their full collaborative potential, as a highly effective team does, a good leader uses their communication skills to build trust and demonstrate compassion, so that people feel like an integral part of the team. I believe that, on average, women do this better than men. Why do I think so?
Research has shown that women tend to score higher on tests of empathy and emotional intelligence, crucial skills for understanding others’ emotions and building relationships. Furthermore, women’s communication styles often include more collaborative and inclusive language. This can lead to better relationships in both personal and professional settings. Studies in organizational settings suggest that this communication approach fosters team cohesion and trust.
What has your experience been observing women in leadership positions? How does their leadership communication style differ from that of the male leaders you have observed?
Are Women Better Leaders Than Men? Exploring the Gender Gap in Leadership
The following contribution comes from the InPower Coaching portal, which defines itself as follows: Activate Your Full Potential
When people commit and empower themselves to reach their full potential, purpose, performance, and prosperity manifest authentically.
Our Mission
To heal the lack of empowerment and demotivation in every individual, team, and organization. With our support, our clients build stronger, more authentic relationships, with power, confidence, and purpose.
We Believe That
A person’s relationship with their inner power shapes the world around them. Healthy personal power drives fulfilling lives. Those who intentionally cultivate their personal power lead healthy relationships and extraordinary organizations that thrive in the future.
This article is by Dana Theus, a team member known for the InPower Women Blog, Women in Leadership.
Dana Theus
Dana Theus is an executive coach specializing in helping you activate your full potential to achieve success and shine. With her support, emerging and established leaders, especially women, take powerful and effective shortcuts to develop their authentic leadership style and discover new levels of confidence and impact. Dana has worked for Fortune 50 companies, tech startups, and agencies.
Are women better leaders than men? The answer is a paradox: research indicates that women exhibit more positive leadership characteristics than men, yet most people believe that good leaders act more like men.
Exploring these contradictions reveals a fascinating incongruity between leadership experiences and existing stereotypes about leadership and gender.
Key findings: While many men score highly on key leadership qualities, women leaders often outperform men in key traits such as compassion, intelligence, organization, creativity, communication, empathy, honesty, and ethics.
Organizations with women in senior management positions or on their boards of directors generally report better long-term financial performance (supporting the need for gender-balanced leadership, not all-female boards).
Women are 9% more likely to score higher on leadership effectiveness assessments.
While female leaders must demonstrate both community-oriented and autonomous behaviors (i.e., independence and decision-making ability), male leaders are only required to demonstrate autonomy.
Men hold 90% of CEO positions at Fortune 500 companies and have longer tenures than women.
Are women better leaders?
Yes, women are considered better leaders than men when viewed from an experience perspective.
It is only possible to determine whether women are better leaders than men by examining the characteristics that define a good leader. Not surprisingly, leadership characteristics are easily divided into gender categories. Perhaps more surprising is the discovery that many of the most sought-after characteristics are considered feminine by a wide range of people.
A fascinating 2013 study, titled “The Doctrine of Athena,” investigated the coding of leadership traits in thirteen countries from a gender perspective.
Its findings concluded that most people worldwide are dissatisfied with the leadership behaviors and codes of conduct—control, aggressiveness, reckless risk-taking—typically exhibited by men.
The research rated eleven of the eighteen desirable leadership traits as “feminine,” meaning more likely to be displayed by women. These are the most desirable traits and behaviors that people tend to consider “feminine” (in approximate order of preference):
Plans for the future
Expressive
Reasonable
Loyal
Flexible
Patient
Intuitive
Collaborative
Passionate
Empathetic
Altruistic
These are the desirable traits and behaviors that people tend to consider “masculine” (in approximate order of preference):
Decisive
Resilient
Analytical
Independent
Aggressive
Proud
Numerous studies have delved into the analysis of real leaders and public opinion regarding their effectiveness. A particularly compelling dataset emerged in 2022 from the results of 360 assessments conducted by Leadership Circle on 130,000 leaders.
The research revealed that while men and women had similar proficiency in relational and achievement-oriented leadership styles (both important for success), women scored higher on the five elements of creative leadership skills that are positively correlated with leadership effectiveness:
Relationships with others
Self-awareness
Authenticity
Systems awareness
Achievement
CREATIVITY INDEX: HIGHER SCORES CORRELATE WITH GREATER LEADERSHIP EFFECTIVENESS
Understanding the Differences Between Reactive and Creative Orientations Among Female and Male Leaders, The Leadership Circle, 2022.
The opposite was also true. Men scored higher on the three elements of creative leadership skills that are negatively correlated with leadership effectiveness:
Controlling
Protecting
Complying
REACTIVE INDEX: HIGHER SCORES CORRELATE WITH LOWER LEADERSHIP EFFECTIVENESS
Understanding the Differences Between Reactive and Creative Orientations Among Female and Male Leaders, The Leadership Circle, 2022.
The final result of this data analysis is that, when these scores were analyzed in terms of leadership effectiveness—the type that generates business performance results such as those listed below—women were 9% more likely to be rated as effective leaders.
Effective leadership, according to this study’s assessment, includes the following results:
Sales/Revenue Growth
Market Share
Profitability/ROA
Product and Service Quality
New Product Development
Overall Performance
Another study published in the last decade, also based on 360-degree feedback, found that women have higher levels of engagement and, in general,
excel in thirteen of the nineteen leadership competencies measured. Below are the scores where women excel (+) or lag behind (-) compared to men’s scores.
Statistically significant:
Takes initiative (+10)
Learning agility (+9)
Inspires and motivates others (+7)
Develops others (+9)
Builds relationships (+7)
Demonstrates high integrity and honesty (+8)
Communicates effectively and prolifically (+5)
Collaboration and teamwork (+6)
Drives change (+4)
Makes decisions (+7)
Is results-oriented (+7)
Values diversity (+10)
Sets ambitious goals (+5)
Not statistically significant:
Innovates (+3)
Solves problems and analyzes issues (+3)
Focuses on the customer and the external environment (+2)
Develops a strategic perspective (+1)
Technical or professional expertise (-2)
Takes risks (+1)
For example, 34% of adults believe that politicians are more skilled at reaching agreements. than their male counterparts
The gender gap in this area is highlighted. In the business world, female leaders have a clear advantage over men in these aspects, and other women in leadership positions can learn from their success. Interestingly, women tend to excel in these areas more than their male counterparts.
Taken together, this evidence shows that the leadership style adopted by many women in senior management positions is considered highly effective. Unlike their male counterparts, who often lean toward authoritarian and transactional leadership styles, female leaders often adopt a transformational leadership style that engages and respects employees, customers, and stakeholders. This style fosters team participation and addresses the emotional and psychological needs of employees—a stark contrast to the rigid structures, performance-based rewards, and task supervision that men often prefer.
Furthermore, women leaders tend to use more collaborative and democratic influence tactics.
These tactics involve listening, sharing power, and seeking consensus, unlike men, who more frequently employ assertive influence tactics, such as giving direct orders and using their power to persuade. Women leaders also benefit from a perception of honesty and ethical behavior.
Do women in leadership positions lead more successful organizations?
Yes, women lead more successful organizations when they lead alongside men.
What are the practical implications of this? Are there tangible benefits for organizations of having women in leadership positions?
Studies indicate that strong long-term financial performance is associated with companies that have a significant percentage of women (30% or more) in senior management positions. The proportion of female executives is even positively correlated with financial performance indicators in Fortune 500 companies. Over a three-year period, companies with greater leadership diversity earned, on average, 38% more of their revenue from innovative products and services than those with less diversity.
Studies have shown that gender diversity and inclusive cultures—which embrace diverse styles and identities, including leadership styles of both women and men—generate a wide range of organizational and business benefits, including:
Lower employee turnover rates
A 59.1% increase in creativity, innovation, and openness
A 37.9% improvement in consumer interest and demand
Better financial performance across eleven different criteria
A 38% increase in revenue
Greater job satisfaction and employee engagement
Less discrimination and sexual harassment in inclusive work environments
Fewer cases of fraud
Resilience during economic crises and recessions
Organizations where women held at least 30% of board positions outperformed their peers in eleven out of fifteen sectors during the pandemic. This suggests that the presence of women in leadership positions is not only beneficial but crucial to an organization’s success.
Furthermore, women are generally considered more effective than men at leading during times of crisis.
Women are considered more effective leaders before and during crises – Zenger Folkman – 2020
A significant factor contributing to this success is the priority female leaders often place on building strong relationships with customers and employees. Women in leadership positions tend to focus on relationships and have an interdependent view of their role within the company, promoting customer-centric strategies.
Take female CEOs, for example. Their consistent use of inclusive language demonstrates a drive toward collective success. This focus on inclusion, employee engagement, and customer relationships not only benefits the company’s financial results but also allows it to better understand and serve a diverse stakeholder base, thereby strengthening its market relevance and customer loyalty.
Are women (really) better leaders?
No, from a gender stereotype perspective, most of us don’t believe that women lead better than men.
As we know, human behavior and beliefs are almost never simply the product of data, and data doesn’t always offer a complete picture of reality. Gender stereotypes are among the most widespread in human culture, literally embedded in our language, laws, and unconscious beliefs.
It should come as no surprise, then, that most people believe good leaders exhibit behaviors typically associated with masculinity. In other words, the stereotypical leader looks and acts like a man. While this correlation has weakened over time, it remains true that the most important leadership traits are self-direction and proactivity, focusing on achieving goals and paying attention to tasks:
independent
competent
assertive
decisive
Unfortunately for women, when they demonstrate these characteristics, they are penalized and labeled in countless ways, from “unfriendly” to “not fitting in with the culture.” Women are rewarded for the following community-oriented behaviors:
Pleasant
Compassionate
Reliable
Moral
To succeed, women leaders must demonstrate an altruistic and community-oriented attitude that fosters relational connection and social cohesion.
At the same time, they must be proactive enough to inspire trust and drive the business results that men achieve with this type of behavior. The solution for women leaders who must deal with this double standard to avoid the backlash of being considered “unpleasant women” is:
to be community-oriented, acting to some extent in accordance with feminine stereotypes, and
to find authentic and community-oriented ways to exercise their leadership that do not activate negative feminine stereotypes.
Ginger Rogers did everything Fred Astaire did, but in reverse and in high heels.
Conversely, men can simply be proactive and be seen as strong leaders because they conform to the mainstream leadership stereotype.
If you don’t believe this double standard is widespread, it’s time to update your beliefs. Numerous studies, such as this one on university professors, demonstrate that both men and women tend to hold higher standards for women than for men in all kinds of positions of authority.
Although this double standard persists over time, stereotypes are changing as more women enter the workforce and rise to leadership positions. Perhaps the most telling piece of data on how stereotypes have changed comes from an old Gallup poll question: “If you were to take a new job and could choose your boss, would you rather work for a man or a woman?” (Brenan, 2017). Since this question first appeared in 1953, public attitudes toward women leaders have changed dramatically: gender preference for men has decreased considerably, and most people have no gender preference at all.
Most Americans have no gender preference for their boss.
Despite this data, opinion polls show that since the mid-20th century, women have been expected to be more collaborative, while expectations for men—that they be more proactive—have remained unchanged. This demonstrates the power of stereotypes, which often lead us to hold contradictory ideas simultaneously.
Is it enough for women to be good leaders?
No, many changes are needed to address gender inequality.
While it is tempting to use the aforementioned data on stereotypes to explain the continued underrepresentation of women in organizational leadership positions, the reality is more complex. Below are some of the obstacles women face on their path to leadership, which either block their progress or simply exhaust them and drive them to seek employment in other sectors:
Women often do not receive the recognition they deserve; despite their superior performance, they are perceived as having less potential for advancement.
Women show less interest in running for political office because they face more obstacles than men.
When women encounter barriers early in their careers, they are sidelined from reaching senior leadership positions, reducing the number of women at the top.
Women often face bias in the hiring process.
In short: Despite the frequent male dominance in leadership roles (in 2024, men held 90% of CEO positions at Fortune 500 companies), reinforced by a male stereotype of good leadership, women match and even surpass their male counterparts in the characteristics, skills, and qualities needed to lead effectively. However, for organizations to perform well, we need both women and men in positions of power, each contributing their unique strengths, talents, and experiences.
Esto se ve respaldado por diversos estudios, donde las líderes femeninas demuestran consistentemente su destreza en habilidades de liderazgo cruciales.
Las soluciones son multifacéticas e incluyen que los líderes aprendan a gestionar sus propios prejuicios y creencias sobre los estereotipos de género y de liderazgo. Pero debemos ir más allá de las acciones individuales y tomar medidas organizacionales que mitiguen la tendencia natural de las personas a ver el liderazgo desde una perspectiva de género. Así es como se cierra la brecha de género en el liderazgo.
¿Qué opinas? ¿Son las mujeres mejores líderes que los hombres?
This is supported by various studies, where female leaders consistently demonstrate their proficiency in crucial leadership skills.
The solutions are multifaceted and include leaders learning to manage their own biases and beliefs about gender and leadership stereotypes. But we must go beyond individual actions and take organizational measures that mitigate people’s natural tendency to view leadership through a gendered lens. This is how we close the gender gap in leadership.
What do you think? Are women better leaders than men?
What Women Bring to Leadership
The following contribution comes from the Regent University website, which describes itself as follows: About Regent
America’s Leading Christian University
Founded in 1977, Regent University serves nearly 14,000 students on its 100-acre campus in Virginia Beach, Virginia, and online worldwide. The university offers associate, bachelor’s, master’s, and doctoral degrees from a Christian perspective in more than 150 areas of study, including business, communication and the arts, counseling, cybersecurity, theology, education, government, law, leadership, nursing, health, and psychology.
Regent University has consistently ranked among the top universities in Virginia and currently tops the list of Virginia’s best online bachelor’s degree programs and is ranked among the top universities nationwide by U.S. News & World Report. Along with our commitment to academic excellence, what sets Regent apart is our mission to prepare men and women to excel both intellectually and spiritually. Our students, faculty, and administrators share a calling, grounded in biblical principles, to make a meaningful impact on our world.
Author: Diane Chandler
About the Author
Diane J. Chandler, Ph.D., is an associate professor of spiritual formation and Christian leadership development at the Regent University School of Theology in Virginia Beach, Virginia. She holds a doctorate in Organizational Leadership, a master’s degree in Practical Theology, and a master’s degree in Education. Her research areas include Christian spirituality, spiritual/holistic formation, women in leadership, ethical leadership, and cross-cultural leadership. She also provides mentorship and training to women leaders in diverse contexts.
Journal: Journal of Strategic Leadership
Issue: 2
Volume: 3
Year: 2011
Since the 1970s, women have been progressively emerging in leadership roles across all sectors of society. Women bring a set of strengths to leadership that are increasingly being recognized for the benefit of the organizations they lead at the local, national, and international levels. Women’s leadership styles have been shown to be more transformative, participatory, and inclusive than those of their male counterparts. According to the results of a 2008 Pew Research survey that explored whether men or women make better leaders, participants rated women five times higher than men on eight key leadership characteristics, including honesty and intelligence. While women are increasingly occupying managerial positions, they have not yet reached top executive leadership roles. Therefore, this article explores three main areas: (1) the rise of female leadership, (2) the ways in which women lead, and (3) the benefits of female leadership. Research underpins each of these three approaches by highlighting the contributions of female leadership, including ethical foundations, peacebuilding, social change, and entrepreneurship and innovation in business and media. Given that women make such substantial contributions in the exercise of leadership, the article concludes with the rhetorical question, “Why not women?” hoping to reinforce a paradigm of women and men working together for the greatest benefit.
Introduction
What do 20th-century missionary Gladys Aylward, contemporary Bible teacher Joyce Meyer, former eBay president and CEO Meg Whitman, and 2004 Nobel Peace Prize laureate Dr. Wangari Matthai have in common? These are all women who contributed their passions, convictions, energy, and personal strengths to their innovative efforts and leadership roles. Although very different in their respective achievements, they share common characteristics that led them to occupy countercultural leadership positions, creating innovative spaces for change.
In the 1930s, as a missionary in China, Gladys Aylward led a campaign to eradicate female foot binding in Yungcheng, contributing to improved women’s health.
In the 1980s, author and ministry leader Joyce Meyer, along with her husband Dave, founded Joyce Meyer Ministries, which supports Joyce’s work as a writer, television actress, and speaker at international conferences.
As an American businesswoman,
Meg Whitman has held numerous strategic positions in companies, notably between 1998 and 2007 as former president and CEO of eBay, where she expanded the company from $4 million to $8 billion.
Dr. Wangari Matthai, the first African woman to win the Nobel Peace Prize, is an environmental activist and politician who spearheaded the Green Belt Movement to empower impoverished women through tree planting, thereby promoting holistic and sustainable development, democracy, and peace in Kenya.
Whether it’s social and health innovation (Aylward), business development (Whitman), or political and environmental innovation (Matthai), each of these women dedicated themselves to… Female leadership has had a strategic impact globally.
Women bring a set of strengths to leadership that are increasingly recognized and leveraged, benefiting the organizations they lead at the local, national, and global levels.
Therefore, this document will focus on three main areas: (1) the rise of female leadership, (2) the ways in which women lead, and (3) the benefits of female leadership.
The Rise of Female Leadership
The landscape of the rise of female leadership has been progressively changing since the 1970s. As women’s educational attainment has increased, so have their employment opportunities. In 2009, women in the United States represented 51% of all people employed in managerial and professional positions. However, according to Catalyst, a US organization that promotes women in business and leadership, women hold only 14.4% of executive positions in Fortune 500 companies, while men hold 85.6%. Regarding executive income, women earn 7.6% of the highest salaries, compared to 92.4% for men. For those working full-time in managerial and professional roles, the median weekly salary is $1,266 for men and $939 for women.
While women have gained access to more managerial positions, they have not yet reached top management positions nor do they receive salaries comparable to those of men for the same roles. Nevertheless, progress has been made and continues to be made. Valerio states that global, social, and cultural forces such as globalization, e-commerce, evolving markets, technological proliferation, and the need for teamwork, alliances, and collaboration have fostered the rise of female leadership. Women have seized these opportunities thanks to their unique leadership characteristics and styles.
Forms of Female Leadership
Research on Women in Leadership
Since the publication of two seminal books in the 1990s on the characteristics of female leadership, research on women in leadership has experienced a surge. Sally Helgesen’s early work compared the similarities and differences in how women and men lead, building on Mintzberg’s analysis of men’s roles as managers.
Helgesen concluded that women work at a steady pace,
consider unforeseen interruptions as part of the workflow, dedicate time to non-work activities, maintain a complex network of relationships, and focus on the “ecology of leadership,” which emphasizes the social dimension, a vision for society, and time to share information with others.
Helgesen observed that women tend to build a circular and inclusive “network of inclusion,” rather than a hierarchical and exclusionary one.
Professor Judy Rosener discovered that men and women possess distinct leadership styles. Men tend to view leadership as a sequence of interactions with others, while women adopt a more transformational approach, using interpersonal skills to motivate their followers rather than applying power or hierarchical authority.
Rosner, referring to this style as “interactive leadership,” states that women employ relational skills to influence others, encourage participation, share power and information, and boost the self-esteem of their followers.
Other researchers, including leadership specialist Alice Eagly and her colleagues, point out that women lead with a more democratic and participative style than men, and argue that the evaluation of women leaders’ effectiveness depends on various interrelated variables, such as context and workplace culture.
Furthermore, Eagly proposed a theory of gender roles, stating that people judge leadership based on what they consider appropriate behavior for men and women. This has been shown to influence why women may be perceived less favorably than their male counterparts, especially in contexts where stereotypically masculine styles are favored.
Different perceptions of the effectiveness of female leadership are based on socialization, gender stereotypes, and confounding variables that do not adequately control for perceived power.
Klenke advocates for a careful analysis of situational factors, such as biases, that act as a filter for evaluating leadership based on gender.
Quantitative and qualitative studies have shown that women in leadership positions have redefined the rules of business and leadership, demonstrating these characteristics: self-confidence, emotional intelligence, and an instinct for maximizing change for the common good. They also “show their feminine side” in interactions with employees and attract new clients by establishing a collegial atmosphere through demonstrations of care, empathy, loyalty, respect, and teamwork.
Women appear to be aware of others’ self-image and to maximize it.
In a five-year study, three McKinsey consultants developed a leadership model based on interviews with successful female executives.
They stated that for focused and successful leadership to emerge, women need to demonstrate the prerequisites of talent, a desire to lead, and tolerance for change; and put into practice five characteristics: (1) meaning, which connotes the fulfillment of their life purpose, happiness, and core strengths; (2) framing, or the self-awareness necessary to see situations clearly; (3) connection, or the development of collaborative and enriching relationships; (4) commitment, or taking risks to move forward; and (5) energizing, or managing energy reserves to accommodate multiple responsibilities.
Furthermore, their model included impactful results, renewal, and joy as the ultimate goal for the women interviewed, which supports the statement of the late Katharine Graham: “To love what you do and to feel that it matters: what could be more rewarding?”
As former president and CEO of The Washington Post after her husband’s death, and as the first female CEO of a Fortune 500 company, Graham exemplifies the joy factor that motivates many women to assume leadership roles. Likewise, feeling passionate about the cause the leadership role represents is equally powerful. Colleen Barrett, president emerita and corporate secretary of Southwest Airlines, advises: “Never accept a leadership role for money, power, title, or prestige; take the role because you are passionate about the cause.” Andrea Jung, CEO of Avon Products, concurs, stating that women must feel a “deep passion” for the work they do.
Power and Authority
Another research initiative explored the secrets of 25 female political leaders, revealing that risk-taking, courage, confidence, and multitasking abilities—qualities shared by women like Olympia Snowe of Maine and Nancy Pelosi of California—contributed to their rise to leadership. The female participants viewed power as the ability to improve other people’s lives, rather than pure manipulation for personal gain or the fulfillment of a vision. For example, Paula Sneed, former Vice President of Global Marketing and Initiatives at Kraft Foods and a pioneering woman of color who fought against racism and sexism, observed that power should be used wisely from the perspective of a servant who empowers others. Commenting on this relationship between leadership, power, and authority, Ronald Heifetz noted that women can offer perspectives on “flawed practices of authority and can help men generate new models for themselves,” so as not to simply replicate the models men are familiar with. Furthermore, Heifetz affirmed the existence of “extraordinary women who exercise leadership every day but lack authority,” while also urging women to understand men and their sense of authority—a loss that may accompany the rise of female leadership.
Gender Associations in Leadership
Socialization and culture influence the perception of the qualifications and effectiveness of female leadership. Eagly and Carli explored leaders’ mental associations based on their gender, noting that gender bias aligns with social constructions of masculinity and femininity based on cultural perceptions and influences. Associations develop: women are often linked to community qualities such as compassion, affection, and gentleness, while men are associated with leadership qualities such as assertiveness, self-confidence, and dominance. Biases can arise when there are mismatches or inconsistencies between stereotypical attributes of women and the leadership roles they play. Therefore, favoritism toward male leaders over female leaders can develop.
Women may be accused of being too aggressive or too gentle. According to leadership research, a woman who leads with behaviors traditionally perceived as masculine may find herself at a disadvantage. Feminine women may be perceived as less competent, leading to a double discrimination of mutual exclusivity between the two roles, creating a delicate balance. For example, Hillary Clinton, who is often criticized for being too masculine in her leadership style, has also been criticized for showing emotion, such as during the 2008 New Hampshire primary when she became emotional and tearful during a question-and-answer session. Cultural expectations also contribute to the notion that women must be polite in every situation. Furthermore, when there is a mismatch between gender roles and leadership roles, bias often arises, which could explain why women find it more difficult to become leaders and achieve success than their male counterparts.
Advantages of Women in Leadership
Over the past four decades, the rise of women leaders, driven by the women’s liberation movement in the 1970s and globalization from the 1990s to the present, has generated new approaches to leadership. These approaches promote more horizontal leadership, with greater collaboration, teamwork, and mentorship, rather than hierarchical structures and authority. Eagly and Carli addressed the growing claim that women have an advantage in leadership due to their alignment with contemporary culture. However, they cautioned that any advantage women may have as leaders can be offset by gender bias and discrimination.
In a meta-analysis comparing male and female leaders, Eagly and colleagues found that female leaders were more transformational and demonstrated more frequent contingent reward behaviors (i.e., they rewarded their followers for satisfactory performance). While male leaders were more likely to demonstrate two dimensions of transactional leadership: active management by exception (focused on followers’ mistakes and failures) and passive management by exception (intervening when problems with followers escalate). They conclude: “Research on transformational, transactional, and laissez-faire leadership styles suggests a female advantage, albeit a small one.”
According to a 2008 Pew Research Center national survey of social and demographic trends,
respondents rated women as “superior to men” in honesty and intelligence, among other leadership qualities they value in political leaders.
The survey results, conducted with 2,250 adults (1,060 men and 1,190 women), showed that women were as good as or better than men in seven of the eight major leadership traits assessed.
Half of the participants considered women more honest than men, while only 20% held the opposite view. Regarding intelligence, 38% of respondents considered women more intelligent, 14% indicated that men are more intelligent, and the remaining 48% felt there was no difference between genders. Furthermore, women scored higher than men in compassion (80% chose women, 5% men), extroversion (47% chose women, 38% men), and creativity (62% chose women, 11% men).
Participants rated men and women equally in terms of dedication and ambition. However, men outperformed women in decision-making ability. In summary, across the eight most important leadership traits, women were rated higher by participants by a ratio of five to one, including two ties. Regarding job performance, women were rated higher than men in the characteristics of standing up for their principles under political pressure, negotiating compromises, maintaining government honesty, and representing the people’s interests. However, when asked which gender makes better political leaders, men or women, only 6% of respondents ranked women above men. 21% mentioned men, 69% indicated that both genders are equal, and 4% responded “I don’t know.”
The paradox lies in the fact that women are more highly valued for their leadership qualities, yet they represent a smaller percentage of those holding public office than men (i.e., 16% of U.S. senators, 16% of members of the House of Representatives, 16% of all state governors, and 24% of state legislators are women). When asked about the reasons for this paradox, participants indicated that Americans are not ready to elect a woman to a high office (51%), that men limit women (43%), and that women suffer discrimination in all areas of society (38%).
The Pew report commented: “[W]enels emerge from this survey like a sports team that gets better stats but still loses the game…” The benefits of having women in political leadership are offset by prevailing attitudes that undermine them. The potential of women in the highest elected offices. Furthermore, as Forbes.com observed, the modest progress women have made in the public sector has stalled in the business world.
Women’s rights advocate Marie C. Wilson, founder and president emerita of The White House Project and co-creator of Take Our Daughters and Sons to Work® Day, argued that women bring greater inclusivity, empathy, and communication to leadership, which “contributes to stronger government and more prosperous businesses.” She further argued that women offer “a fresh perspective and innovative solutions to age-old and persistent problems, unique skills honed through family and community service, the opportunity for true democracy, and the transformation of business and politics.” A qualitative study comparing 59 female business leaders at large companies with their male counterparts revealed that the women were more persuasive, inclusive, learned from adversity, and took more risks.
New York Times journalist Nicholas Kristof noted, “While no woman has ever been president of the United States—yet—the world has thousands of years of experience with female leaders.” I must admit: their historical record puts men’s to shame.
Kristof points out that several of the world’s greatest female leaders have been women (for example, Queen Hatshepsut and Cleopatra of Egypt, Queen Elizabeth I of England, Catherine the Great of Russia, and Maria Theresa of Austria). Observing that women tend to excel at consensus-building and other leadership skills, Kristof hypothesized that female political figures in monarchies tend to succeed; whereas women in modern democracies have to prove themselves and overcome public prejudice, making democratic politics more challenging for women than for men.
In another opinion piece, Kristof reports that Wall Street might not have faced the same financial crisis over the past three years if Lehman Brothers had been Lehman Sisters, given that Wall Street is “the most male-dominated bastion in the business world.” Adding that greater gender balance could reduce the consequences of “male herd mentality”—particularly high-risk decision-making under financial pressure when surrounded by men of similar status—Kristof highlighted research by Hong and Page, who found that “diversity leads to optimization” in problem-solving. Therefore, Kristof suggested that women not only create the necessary diversity that leads to business and financial optimization but also contribute to establishing ethical principles that discourage unethical business practices.
Women, Ethical Behavior, and Whistleblowing
Research suggests that women may be more ethical than their male counterparts, which could explain why they tend to report wrongdoing. In August 2000, before the Enron collapse, Sherron Watkins, a former Enron vice president, sent her boss, Jeffrey Skilling, a memo about shady accounting practices within the company. FBI agent Coleen Rowley wrote to her boss, FBI Director Robert Mueller, that the disorganized agency could have prevented the September 11 terrorist attacks if it had been in order. Retired Army Lieutenant General Claudia J. Kennedy, the first woman to hold the rank of three-star general, reported an incident of sexual harassment by a fellow officer three years after it occurred, when he was about to be promoted. Cynthia Cooper, WorldCom’s chief audit officer, exposed fraudulent practices that had cost her company a total of $9 billion.
In one study, Miethe and Rothschild found that women were more likely than men to report unethical conduct and to use internal reporting channels to respond to wrongdoing. Another study by the same authors found that women were twice as likely as men to be internal whistleblowers.
Peacebuilding Initiatives
Examples abound of women involved in peacebuilding initiatives. After 30 years of conflict, women activists in Northern Ireland mobilized quickly to initiate talks between Protestants and Catholics to mediate the hostilities, culminating in the Belfast Agreement between Protestant unionists and Catholic nationalists.
In 1976, these women received the Nobel Peace Prize for their peaceful public demonstrations, their coalition that transcended religious and political divisions, and their efforts at reconciliation.
In a 2006 debate between Hanan Ashwari, former spokesperson for the Palestine Liberation Organization (PLO), and Ehud Barak, former Prime Minister of Israel, moderator Bill O’Reilly acknowledged in his closing remarks: “This conflict [between Arabs and Jews] will never end until what happened in Northern Ireland happens in the Middle East,” O’Reilly explained. It was the women of Northern Ireland who said: “Enough is enough! This has to stop.”
Another contemporary example is Swanee Hunt, former ambassador to Austria and current director of the Women and Public Policy Program at Harvard University’s John F. Kennedy School of Government. She embodies inclusive transformation efforts, particularly in her work in Eastern Europe between 1993 and 1997. During the Bosnian crisis (1992–1995), which left 150,000 dead and 2 million Bosnians displaced, Hunt brought the Croatian and Bosnian Muslim delegations together to negotiate, resulting in a successful military alliance—the first step toward peace. Hunt actively promoted initiatives to include and empower women in the emerging democracies of Eastern Europe. Hunt argues that women must participate in both formal and informal peace processes because their perspectives differ from men’s in four key ways. They are people (1) highly committed to conflict prevention and resolution, (2) experts in overcoming ethnic, political and cultural divisions, (3) connected to the needs of the community and (4) innovative community leaders, independent of formal authority and power.
Hunt’s observations are clearly exemplified in the life of Agathe Uwilingiyimana (1953–1994). As Rwanda’s first and only female prime minister, Uwilingiyimana was compelled to halt the genocide and the war. She courageously led peace negotiations and initiatives between the rival Hutu and Tutsi factions, culminating in the Arusha Peace Agreement in August 1993. Because of her peace efforts, Uwilingiyimana was assassinated in 1994 by members of her own political party.
Other peacebuilding initiatives are embodied by the fifteen women who have been awarded the Nobel Peace Prize, including: (1) Mother Teresa of Calcutta in 1979 for her humanitarian work, (2) Aung San Suu Kyi of Myanmar in 1991 for human rights, (3) Jody Williams of the United States in 1997 for her efforts to prohibit and clear landmines, (4) Shirin Ebadi of Iran in 2003 for her advocacy of the human rights of women and children, (5) Wangari Maathai of Kenya in 2004 for her advocacy of humanitarian, environmental, and democratic rights, and (6) Leymay Gbowee of Liberia and Kawakkul Karman of Iran, who shared the 2011 prize for their tireless advocacy of women’s safety and rights in peacebuilding efforts.
Social Change
Examples of women leading social change abound. For example, Sojourner Truth (1797–1893), an abolitionist and women’s rights advocate, had an itinerant preaching ministry focused on the evils of slavery.⁶⁴ Susan B. Anthony (1820–1906) led the women’s suffrage movement, laying the groundwork for women’s right to vote.⁶⁵ First Lady Eleanor Roosevelt (1884–1962) was instrumental in the formation of the United Nations and drafted the Universal Declaration of Human Rights.⁶⁶ Rosa Parks (1913–2005) organized and participated in civil rights initiatives, leading to the bus boycott that propelled the civil rights movement and catapulted Martin Luther King, Jr. to fame.
Wendy Kopp, founder and CEO of Teach For America, has developed an organization that seeks to eliminate educational inequality across the United States by hiring qualified college graduates for two-year teaching commitments in low-income communities. Teach For America has had a significant impact, reaching 500,000 students in 39 regions across the United States. Kopp also co-founded Teach for All, which applies this educational model worldwide. Other innovative contributions from women globally have significantly impacted social change by using technology and economic transformation to empower women and promote gender equality.
Melinda Gates, philanthropist and wife of Microsoft founder Bill Gates, spearheaded the creation of the Bill & Melinda Gates Foundation, the world’s largest privately funded foundation dedicated to promoting global health and poverty reduction. The foundation operates with a budget of nearly $25 billion. As former UN Secretary-General Kofi Annan stated: “Numerous studies have shown us that there is no more effective tool for development than girls’ education and women’s empowerment… When women are fully involved, the benefits are immediately apparent: families enjoy better health and nutrition; their incomes, savings, and investments increase. And what is true for families is true for communities and, ultimately, for countries.”
Business, Media, Entrepreneurship, and Innovation
Successful women abound in the business and media sectors. Among them are Oprah Winfrey, entertainment entrepreneur and philanthropist; Anne Sweeney, president of Disney-ABS Television Group and co-chair of Disney Media Networks; Andrea Jung, president and CEO of Avon Products; Anita Roddick, founder of The Body Shop; Debbi Fields, founder of Mrs. Fields Cookies; Carly Fiorini, former CEO of Hewlett-Packard; Sherry Lansing, former president of Paramount Motion Pictures; Anne M. Mulcahy, former president and CEO of Xerox; Marie J. Toulantis, former CEO of Barnes & Noble; Ann Moore, former president and CEO of Time, Inc.; and Pat Mitchell, former president and CEO of PBS. These women offer pathways for individual and organizational learning and change. As Andrea Jung of Avon states, “Innovation is key. This is a crucial moment for companies to invest [in innovative initiatives] that must be both internal and external.”
While women have been gradually rising into senior executive positions, they still lag behind their male counterparts, while women leaders in small businesses continue to thrive. Compared to women in senior executive roles, women entrepreneurs in small businesses constitute the fastest-growing group of female entrepreneurs, representing more than 51% of all women entrepreneurs and growing more than two and a half times faster than all privately held businesses in the U.S. Women are developing businesses to overcome the “glass ceiling” (the invisible barrier that prevents them from accessing leadership positions), but also to balance their family responsibilities with the need to contribute to a better society. Initiatives such as the “Roadmap to 2020,” overseen by IBM marketing executive Denise Evans, are among a number of national and international initiatives. Initiatives to empower women through job creation and improved health for a safer and more sustainable planet. Through business, media, and entrepreneurial ventures, women are changing the world.
Summary: This paper addressed the rise of women in leadership, the ways they lead, and the benefits of their presence in leadership positions. Women bring diverse strengths, perspectives, and innovation to the exercise of leadership. While women have risen to leadership positions despite the glass ceiling, the glass wall (i.e., barriers to lateral advancement within an organization), and the glass cliff (i.e., when women are invited to leadership positions in organizations in precarious or crisis situations), disparities persist due to traditional gender stereotypes, a lack of suitable mentors, and workplace paradigms. As an advisor to four former US presidents and now a senior political analyst for CNN, David Gergen suggests we halve the gender gap in leadership by 2015 and eliminate it entirely thereafter for three reasons: (1) a better economy and a thriving society, (2) a more caring society, and (3) a more just society with the full participation of women alongside men. In this process, we must avoid two biases: alpha bias, which exaggerates gender differences, and beta bias, which minimizes or ignores them. Given the benefits and contributions of women’s participation alongside men in leadership for the overall good in all areas of society, the question arises: “Why not women?”