领导力与性别的关系

1、女性领导偏少是事实，这个现状是多方面原因造成。但主要还是女性自身的问题。女性自身素质是影响女性成才的重要要素。就女性整体来说，当前仍然存在着普遍素质尚待提高的问题，无论是 1 女性的智能素质，包括知识结构和从政能力 ，还是 2 非智能素质，包括成就动机、从政意识、政治人格、个性心理特征等，与社会要求相比，均体现出不足和薄弱 。不少女性更多去适应社会对传统女性的角色要求和价值定位，同时由于 3 生理上的特殊性导致心理上的弱势心态 ，从而造成 文化素质 、自身能力的整体不足，进而造成女性领导人才的整体后备素质薄弱，很难适应和满足女性领导人才成长的需求，最终形成了女性领导的 “单株独苗 ”。4 女性

2、常常低估自己的能力，评估工作时常常看到自己的不足。相反，男性理所当然地认为：成功来自个人的天赋和能力。当然社会上需要更多的女性领导人,但这并不是女性要压倒男性，也不是女性要争权夺利。权力意味着责任、付出和创造更大的价值。从战略发展的角度来看，让更多女性参与领导层，不仅仅是阴阳平衡、男女搭配干活不累等心理层面的策略，而且是让女性有机会贡献其智慧与力量，共同推动社会的发展 。为什么女性领导人那么少？这通常是女人关心的问题。男人会举出很多例子，说明女性领导人已经很多。确实，这两年全球又增加了十位女性国家领导人。经济危机激发了更多女性创业，女性在商界的业绩稳步上升；然而，当媒体为此贴上“她时代”、 “

3、她世界 ”的标签时，也会误导大众，似乎认为我们生活在一个女性领导的世界里。事实上，女性才刚刚迈入领导层的门槛。在中国，虽然 男女平等 政策已经实行了一个甲子，女性获得了教育、参政等所有的 公民权利 ，但目前担任党和国家领导职务的女性只有 9 位，省(部 )级以上女干部只占同级干部总数的 9.9%；女性企业家和女性总裁约是 20%；大学、各大科研院所也鲜有女性领导的身影。社会上需要更多的女性领导人，这并不是女性要压倒男性，也不是女性要争权夺利。权力意味着责任、付出和创造更大的价值。从战略发展 的角度来看，让更多女性参与领导层，不仅仅是 阴阳平衡 、男女搭配干活不累等心理层面的策略，而且是让女性有

4、机会贡献其智慧与力量，共同推动社会的发展。Historically, genderprecludedmost females from becomingleadersin such organizations;as a result, the assumptionthat males were better suited than femalesfor leadershiproleswas,untilrecently,rarely questioned.Sincetheearly 1970s, thefoundationof thatassumptionhas beenshaken bythe

5、largenumberof womenwho have(1) beenelected primeminister and to other high governmentoffices;(2) beenelevatedtomanagerialpositionsin businessorganizations;and (3)earnedmasterof businessadministration(MBA ) degrees.Why are theredifferencesbetween malesand females in who becomes a leader?Severalreason

6、s are citedfor the low proportionof womenleadersOne is that females life aspirations are diminished by their early childhoodsocialization in the nuclear family. Generally the nuclear family transmitsdefinitionsof appropriate gender behavior to children. For girls, this includessubmissiveness, passiv

7、ity, avoidance of aggression and competition,reticenceto take risk, and other qualities our culture considers feminine.women ascend to leadership positions less frequentlythan men are thatwomen most frequently inhabit managerial positionswith little power, littleadvancement opportunity, or where oth

8、er women are so rare that theirpresenceis attributed to their sexuality or affirmativeaction, or it is used asa symbolof the organizations enlightenment. Outside their paid jobs, womenusually have significant responsibility for the care of their families and home, thereby depleting the energy they m

9、ight otherwise devote to the pursuit of leadership positions of consequence.Though females early socialization and other obstacles may impede them from becoming leaders, those who do ascend do not behave significantly differently from men in the same kinds of positions. Some studies have been able t

10、o discern differences in leadership style and managerial behavior, but most have not.Some difference has been found in males and females decision making styles. Women and Men in Management, women tend to employ a more democratic, participative style while men tend to take a more autocratic, directiv

11、e approach. This difference has appeared in both laboratory studies and observations of real leaders. Some scholars thus argue that womens tendency to negotiate, mediate, facilitate, and communicate is the more effective leadership style than mens emphasis on power and control; and because this femi

12、nine style reduces hierarchy, satisfies subordinates, and achieves results, it should be the norm to which men are compared. There is some evidence that this is occurring: most mainstream writers now urge managers to adopt a caring, cooperative, collaborative, nurturing, connective, servant leadersh

13、ip style.Historically, gender precluded most females from becoming leaders in such organizations. as a result, the assumption that males were better suited than females for leadership roles was, until recently, rarely questioned.Since the early 1970s, the foundation of that assumption has beenshaken

14、 by the enormous number of women who have been leaders in high government offices, business organizations and universities. Why are there differences between males and females in who becomes a leader?Several reasons are cited for the low proportion of women leaders. First, womens intelligence qualit

15、y, including knowledge structureand political ability limited womensdevelopment. It is mainly about womens own problems.Second, compared with the social requirements, womens nonintellectual quality, including achievement motivation, political consciousness, political personality, personality and psy

16、chologicalcharacteristics, are inadequate and weak. Lot of women are still willing to adapt to the role which women play in traditional society. Third, the special nature of physiology leads to weak mentality. Therefore, It is difficult to meet the needs of female leaders, because of the small numbe

17、r of female leaders.To be honest, women often undervalue their ability, therefore when assessing their work, they often see their own shortcomings. On the contrary, men take it for granted that successcomes from individual talents and abilitiesOther reasons women ascend to leadership positions less

18、frequentlythanmenare thatwomenmostfrequentlyinhabitmanagerialpositions with little power, little advancement opportunity. Outside their paid jobs, women usually have significant responsibility for the care of their families and home, thereby casting the energy they might otherwise devote to the pursuit of leadership positions.Of course, the society needs more female leaders, but this is not means that the female people are supposed to struggle for power. Po