case study
gender & culture in leadership
Reflect the concepts of power, cultural, leadership, generational, and gender roles at play in the described situation. Discuss the effects on the leader, his/her efficacy, those being led, the organization as a whole, and your own recommendations for overcoming the related challenges. Use relevant examples, theories, and terminology.
This case study touches on some common issues affecting workers in diverse professional environments and organizational structures. It highlights important subjects such as concepts of power, as well as cultural, generational, and gender roles, and how all of these factors affect leadership within an organization. In this particular case study, I identify the two leaders as John and Linda. John has worked at the non-profit organization for over twenty years. He is an older gentleman, is white, is non-confrontational in his communication style, and has an interest in promoting equality and racial diversity within the non-profit. From what information is presented about Linda, we know that she is organized, competent in her role as administrator under John, is a hard and dedicated worker, has successfully collaborated with John and others, and is interested in being promoted within the organization.
There are a few concepts of power at play from the background information in the case study. Due to his tenure and his position of being a boss, or a manager, I think John relies on legitimate and expert power. Linda, due in part to her tenure with the company, but also thanks to her ability to work well with others, affords her referent power among her peers. However, not all of the power associated with Linda is positive – some colleagues would say that Linda has unjustly used coercive power to push the issue of race relations and equality at the workplace (Merchant, 2015). Whether it is intentional or not, the coercive power Linda wields is straining relationships within the workplace. Her undesirable communication style has directly negatively affected the way people view her efficacy as a leader and has prevented her from moving up in position.
For the past fifteen years, John and Linda have worked together to promote a multi-ethnic and inclusive work environment. Their efforts have been focused on encouraging equality and improving race relations within their organizational culture. They desire that the aspects of their specific organizational culture, that is, the consistent patterns, goals, beliefs, behaviors, and interpretations held by their colleagues, reflect an equal and unified professional atmosphere (Watkins, 2013). Linda’s leadership of these initiatives and her action-oriented behavior demonstrates her passion for making a more inclusive working environment. However, her style of leadership of this initiative differs from John’s – she is more outspoken than he is on the matter.
Linda’s ability to confidently voice her opinions to initiate shifts in her organization’s culture goes against the stereotype that women are submissive and less vocal than men. Linda’s ability to casually shatter this stereotype could be seen as threatening or off-putting to various colleagues who have complained to John about her overly emotional and abrupt confrontations. By failing to see the positive leadership traits in Linda, such as her ability to gather and motivate others toward a vision, the narrow-minded and stereotypical expectations of women leaders, held by the mostly male management team, will perpetuate in this organization’s culture. If a shift is not made within the norms, unwritten rules, unspoken expectations, and perceptions of female leadership, Linda’s resentment will grow (Rick, 2015). John and the managers should be open to the interactive leadership styles utilized by women; women encourage participation, share power and information, enhance self-worth of others, and energize others (Appelbaum, S., Miller, J., & Audet, L., 2003, p. 45).
There are areas in which improvements could be made on an individual level, and well as on a broad, organizational level. I would recommend that Linda be open to the criticisms of her colleagues – their perceptions of her leadership and their feelings toward her are valid even if Linda does not believe that she is overly emotional or angry. In order to work well and closely with her colleagues, as she desires, she must be aware and respectful of their attitudes towards race, gender, power, leadership, and generational roles. I believe it is perfectly fine for Linda to remain passionate, active, and able to clearly communicate her goals for improving race relations within the organization. In order to be effective, however, her behavior, communication approach, and leadership style must resonate with her coworkers. It is apparent that her passion is being interpreted as being pushy, and her confidence is being interpreted as confrontational. If her colleagues are feeling attacked, or are threatened by her manner of interaction, it is less likely that they will see the value in her vision and will look upon her leadership ability as undesirable.
Within the organization’s management and hiring team, including John, I would recommend that they eliminate any preconceived notions of female leadership and view Linda’s leadership ability from an unbiased lens. Free of these expectations, I believe they will see Linda as a great asset and natural leader. If it is true that they value her fifteen year commitment to growing in her role as administrator, her motivation for positive change, her ability to work well within the team, her organizational skills, and her innate leadership qualities, they should be willing to work with her to refine her leadership skills and ultimately offer her a promotion. If the hiring and management team does not clearly communicate with her, in a timely fashion, the ways in which she can improve specific leadership abilities, Linda should perhaps find another professional opportunity.
If the managers are truly an ‘old boys club’ and they are blind to the benefits of a diverse and successful leadership team in which women are integral, they will continue to deny upward mobility of capable women because they “perceive the characteristics of managerial success as being associated with those generally attributed to men” (Appelbaum, S., Miller, J., & Audet, L., 2003, p. 47). This is the antithesis of building a work culture of equality, progress, and inclusion which both Linda and John value. It is critical that the managers realize that effective leadership is not the “exclusive domain” of either gender; important insights learned when all parties involved are open to hearing and learning from each other (p. 49). For healthy collaboration and productivity, Linda, John, and the rest of the workforce, should accept differences, find ways to adapt, discover common ground, get face time, resist judgment, acknowledge imperfection, shift points of view, get help when needed, and embrace the fact that there is strength in diversity (Hosking, 2011).
There are a few concepts of power at play from the background information in the case study. Due to his tenure and his position of being a boss, or a manager, I think John relies on legitimate and expert power. Linda, due in part to her tenure with the company, but also thanks to her ability to work well with others, affords her referent power among her peers. However, not all of the power associated with Linda is positive – some colleagues would say that Linda has unjustly used coercive power to push the issue of race relations and equality at the workplace (Merchant, 2015). Whether it is intentional or not, the coercive power Linda wields is straining relationships within the workplace. Her undesirable communication style has directly negatively affected the way people view her efficacy as a leader and has prevented her from moving up in position.
For the past fifteen years, John and Linda have worked together to promote a multi-ethnic and inclusive work environment. Their efforts have been focused on encouraging equality and improving race relations within their organizational culture. They desire that the aspects of their specific organizational culture, that is, the consistent patterns, goals, beliefs, behaviors, and interpretations held by their colleagues, reflect an equal and unified professional atmosphere (Watkins, 2013). Linda’s leadership of these initiatives and her action-oriented behavior demonstrates her passion for making a more inclusive working environment. However, her style of leadership of this initiative differs from John’s – she is more outspoken than he is on the matter.
Linda’s ability to confidently voice her opinions to initiate shifts in her organization’s culture goes against the stereotype that women are submissive and less vocal than men. Linda’s ability to casually shatter this stereotype could be seen as threatening or off-putting to various colleagues who have complained to John about her overly emotional and abrupt confrontations. By failing to see the positive leadership traits in Linda, such as her ability to gather and motivate others toward a vision, the narrow-minded and stereotypical expectations of women leaders, held by the mostly male management team, will perpetuate in this organization’s culture. If a shift is not made within the norms, unwritten rules, unspoken expectations, and perceptions of female leadership, Linda’s resentment will grow (Rick, 2015). John and the managers should be open to the interactive leadership styles utilized by women; women encourage participation, share power and information, enhance self-worth of others, and energize others (Appelbaum, S., Miller, J., & Audet, L., 2003, p. 45).
There are areas in which improvements could be made on an individual level, and well as on a broad, organizational level. I would recommend that Linda be open to the criticisms of her colleagues – their perceptions of her leadership and their feelings toward her are valid even if Linda does not believe that she is overly emotional or angry. In order to work well and closely with her colleagues, as she desires, she must be aware and respectful of their attitudes towards race, gender, power, leadership, and generational roles. I believe it is perfectly fine for Linda to remain passionate, active, and able to clearly communicate her goals for improving race relations within the organization. In order to be effective, however, her behavior, communication approach, and leadership style must resonate with her coworkers. It is apparent that her passion is being interpreted as being pushy, and her confidence is being interpreted as confrontational. If her colleagues are feeling attacked, or are threatened by her manner of interaction, it is less likely that they will see the value in her vision and will look upon her leadership ability as undesirable.
Within the organization’s management and hiring team, including John, I would recommend that they eliminate any preconceived notions of female leadership and view Linda’s leadership ability from an unbiased lens. Free of these expectations, I believe they will see Linda as a great asset and natural leader. If it is true that they value her fifteen year commitment to growing in her role as administrator, her motivation for positive change, her ability to work well within the team, her organizational skills, and her innate leadership qualities, they should be willing to work with her to refine her leadership skills and ultimately offer her a promotion. If the hiring and management team does not clearly communicate with her, in a timely fashion, the ways in which she can improve specific leadership abilities, Linda should perhaps find another professional opportunity.
If the managers are truly an ‘old boys club’ and they are blind to the benefits of a diverse and successful leadership team in which women are integral, they will continue to deny upward mobility of capable women because they “perceive the characteristics of managerial success as being associated with those generally attributed to men” (Appelbaum, S., Miller, J., & Audet, L., 2003, p. 47). This is the antithesis of building a work culture of equality, progress, and inclusion which both Linda and John value. It is critical that the managers realize that effective leadership is not the “exclusive domain” of either gender; important insights learned when all parties involved are open to hearing and learning from each other (p. 49). For healthy collaboration and productivity, Linda, John, and the rest of the workforce, should accept differences, find ways to adapt, discover common ground, get face time, resist judgment, acknowledge imperfection, shift points of view, get help when needed, and embrace the fact that there is strength in diversity (Hosking, 2011).
references
Appelbaum, S., Miller, J., & Audet, L. (2003). Gender and leadership? Leadership and gender? A journey through the landscape of theories. Leadership & Organization Development Journal, 24(1), 43-51. doi:10.1108/01437730310457320
Hosking, R. (2011). Working Well With Different Work Styles. Retrieved August 16, 2015, from http://executivesecretary.com/working-well-with-different-work-styles/
Merchant, P. (2015). 5 Sources of Power in Organizations. Retrieved August 16, 2015, from http://smallbusiness.chron.com/5-sources-power-organizations-14467.html
Rick, T. (2015). What is organizational culture? Retrieved August 16, 2015, from http://www.torbenrick.eu/blog/culture/organizational-culture/.
Watkins, M. (2013). What Is Organizational Culture? And Why Should We Care? Retrieved August 16, 2015, from https://hbr.org/2013/05/what-is-organizational-culture/
Hosking, R. (2011). Working Well With Different Work Styles. Retrieved August 16, 2015, from http://executivesecretary.com/working-well-with-different-work-styles/
Merchant, P. (2015). 5 Sources of Power in Organizations. Retrieved August 16, 2015, from http://smallbusiness.chron.com/5-sources-power-organizations-14467.html
Rick, T. (2015). What is organizational culture? Retrieved August 16, 2015, from http://www.torbenrick.eu/blog/culture/organizational-culture/.
Watkins, M. (2013). What Is Organizational Culture? And Why Should We Care? Retrieved August 16, 2015, from https://hbr.org/2013/05/what-is-organizational-culture/