This paper examines the multiple pathways through which women acquire power, authority, and influence in the business world, drawing on the experiences of thirteen women profiled in Anna Muoio's 1998 Fast Company article. Using Max Weber's framework of authority as a lens, the paper explores how women navigate traditionally male-dominated power structures. Strategies discussed include adopting assertive "male" leadership traits, building mentoring relationships, demonstrating measurable results, creating new opportunities, and leveraging collaboration and consensus-building skills. The paper argues that no single path to power is universally correct; rather, each woman's most effective strategy is the one most congruent with her own personality and strengths.
The experiences of thirteen women profiled in Women and Men, Work and Power (Muoio, 1998) show that there are multiple ways by which women gain power in the business world. Some of these women adopt stereotypical "male" tactics, seizing power by being aggressive. This approach is sometimes viewed as necessary because women in business are traditionally not party to any of Weber's sources of authority — they are not in power until somebody puts them there, and they are not traditionally placed in that position. By emulating "male" behavioral traits, however, charismatic authority could potentially be acquired. Most of the women in the group, however, believe that this approach is not consistent with their personalities, so they adopt different strategies. Taken together, these experiences show that acquiring power is not a goal for which there is one proven approach. Today, any number of strategies can be utilized in order to achieve the desired end of power, authority, and influence.
In most organizations, power is formal, dictated by position. However, such positions are also achieved in large part through the cultivation of power by the executive. The experiences discussed in the article show that men cultivate this power by demonstrating that they already possess it. Through displays of force, boldness, and aggression, they may not always achieve success, but they do signal to others that they possess a high degree of personal power. This cultivates respect, which is one of the main currencies by which future power is acquired. Harriet Rubin's view that "women need to become more like men than men are" seems almost anachronistic — a corollary to the approach taken by the senior female partners mentioned by Michelle Bernard. This view is, however, a legitimate path to the acquisition of power, even if it is not the only one.
The other women profiled have generally found alternate means by which to acquire power and authority. Several of them highlight the need for relationships and mentoring. Mentoring in particular focuses on the transition that is made from manager to leader. Just as many men fail to make that leap, so too do many women. Where in the past women moved beyond that stage primarily by emulating "male" leadership styles, recent examples have shown greater flexibility and creativity.
A number of the women illustrated that results are themselves a source of power. D'Urso and Bernard both note that once the accomplishments of female managers were recognized, greater success was achieved in moving more women into leadership positions. This works by shifting Weber's concept of traditional authority, such that a rational case is made for the inclusion of women within the traditional authority paradigm.
This is perhaps the most important element of success. Several of these women have demanded power and taken it, rather than waited for it to be handed to them. They have worked hard to change prevailing views of women in power. In particular, the women who have succeeded while retaining "female" personality traits and leadership styles have paved the way for a paradigm shift that allows future women to be more readily accepted. Once this occurs, more women will enter management. This in turn allows rational-legal authority to shift as well, since leaders tend to prefer to surround themselves with people of similar backgrounds and styles. More women in leadership will therefore beget more women in leadership in the future.
"Building power through new ventures and collaboration"
The thirteen women present a continuum of experiences, from Rubin's "more male than male" approach to Levinson's communicative, teamwork-centered approach, but there is a common thread running through all the different perspectives. Each woman achieves success by staying true to her own personality. There are multiple paths to power — through demonstrated success, through well-cultivated connections, or simply by forging one's way to the top. The method a woman chooses should be congruent with her personality, whether that means building relationships within her organization, publicizing her achievements in management, or aggressively pursuing opportunities to advance. What matters most is the fit between strategy and self.
You’re 69% through this paper. Sign up to read the remaining 1 section.
Sign Up Now — Instant Access Already a member? Log inAlways verify citation format against your institution’s current style guide requirements.