Role of stereotypes and success factors in female leader selection and acceptance

Gender

The role of stereotypes in the selection and acceptance of female leaders.

As Carter & Silva (2010) point out, there are several stereotypes about women's behavior and goals that influences the selection and acceptance of female leaders. Some of the stereotypes about women include the myth that women will leave their positions to start families; the myth that women don't actually aspire to upper management; and the myth that there are regional differences that invalidate the gender bias argument altogether (Carter & Silva, 2010, p. 1). In fact, empirical research debunks each one of these myths and points to a deeper issue related to ongoing misogyny in the corporate world.

One of the prevailing stereotypes held by both men and women is that women are "better at stereotypically feminine 'caretaking skills' such as supporting and rewarding," and that men are better at the "taking charge" skills "such as influencing superiors and delegating responsibility," (Amble, 2005). This cluster of stereotypes alone prevents women from advancing, as they are perceived as lacking in core skills required for corporate leadership.

Interestingly, women believed that women were "better problem solvers" than men, and men believed that men were better problem solvers (Amble, 2005). The results of this research, also conducted by the Catalyst group to which Carter & Silva (2010) belong, show that there are organizational culture concerns that need to be addressed before women can advance to equitable positions of power. Diversity in the workplace is more than about different faces and bodies; diversity in the workplace is about welcoming different approaches to solving problems. Companies will benefit from welcoming a diversity of methods in problem solving, which is why it is important to explore the stereotypes that prevent gender equity in the workplace. For example, the prevailing corporate cultures in many companies revolve around the perception that strong leaders cannot be good caretakers. Even if many women do live up to the stereotype, the feature of caretaking should not in itself be a detriment to managerial success. Amble (2005) states, "Ultimately, it's the companies that suffer. Developing and retaining the best talent is key to remaining competitive in the global business world." Carter & Silva (2010) also point out that "bad bosses" and generally poor management contributes to the problems besieging not just women but all managers (p. 2).

Unfortunately, women face a Catch-22 when it comes to managerial success. As Amble (2005) points out, "unless organizations take steps to eradicate this bias, women leaders will always be undermined and misjudged, regardless of their talents or aptitudes." With fewer females in positions of power, there are fewer female role models and fewer female mentors to help junior managers fulfill their potential.

Three success factors for female leaders.

Hard work is unfortunately not the only means by which a woman can hope to achieve leadership status. While "the most successful women in the world have grabbed every opportunity afforded to them, and have created opportunities for themselves," there are some specific critical success factors necessary for women to overcome gender bias in the workplace (Marcus, 2010). There are many such success factors, including international exposure, mentoring programs, early starts, and role modeling (Marcus, 2010). King (2012) adds that females seeking positions of leadership also need to cultivate strong visions and remain astute about corporate politics. Political awareness, and self-awareness, are both keys to female success. The three most important success factors for female leaders include changing organizational culture, mentoring, and role modeling.

It is important that female leaders refuse to view their role as one that conforms to the dominant corporate culture, for do to so would maintain the status quo that perpetuates misogyny and bias. It is important for female leaders to "create a culture where success doesn't have to mean trying to become 'one of the guys.'" (Mooney, 2006). Indeed, many male leaders would also benefit from a paradigm shift in corporate culture, one that recognizes the value of core leadership traits such as vision and communication, but which also acknowledges the need for diversity. Many women aspiring to positions of power "abandon the traditional corporate world because they're sick of a macho work culture where they have to do twice as much to prove themselves while someone's always looking over their shoulder waiting for them to screw up," (Mooney, 2006).