C ) Decision -making styles Female make better corporate leaders because of their ability to make fair decisions when

completing interests are at stake. In the study, researchers from the DeGroote School of Business at MCMaster University surveyed more than 600 board directors and they found that female were perceived as not being afraid to go against traditional norms and to value opinions from a variety of stakeholders. The survey respondents also believed female are more likely to consider the rights of the others and to take a cooperative approach to decisionmaking. This approach translates into better performance for their companies. For male directors , who made up 75 percent of the survey sample, prefer to make decisions using rules, regulations and traditional ways of doing business or getting along. Female directors, in contrast, are less constrained by these parameters and more prepared to rock the boat than their male counterparts. Furthermore, researchers believe the findings reveal that women corporate directors are significantly more inclined to make decisions by taking the interests of multiple stakeholders into account in order to arrive at a fair and moral decision. Female leaders also tend to use cooperation, collaboration and consensus-building more often and more effectively in order to make sound decisions. Not only that, female are naturally more inquisitive than male, allowing them to see multiple potential solutions. This is especially important at the board level where directors are compelled to act in the best interest of the corporation while taking the viewpoints of multiple stakeholders into account. Experts say that universally, female make up approximately 9 percent of corporate board memberships despite arguments for gender equality, quotas and legislation. Male dominance in board rooms continue despite evidence showing that female leadership has been linked to better organizational performance, higher rates of return, more effective risk management and even lower rates of bankruptcy. The fact show the inclusion of females higher quality decision-making ability will gives boards a method to deal with the multifaceted social issues and concerns currently confronting corporations.

There are three way on how people make decision which are by personal interest reasoning, normative reasoning, and complex moral reasoning. The personal interest reasoning can be described as the decision maker is motivated by ego, selfishness and the desire to avoid trouble. This method is most often exhibited by young children who largely tend to be motivated to seek pleasure and avoid pain. Next, the normative reasoning is the decision maker tries to avoid rocking the boat by adhering to rules, laws or norms. Stereotypical examples of groups that use this form of reasoning include organizations with strong established cultures like Mary Kay or the U.S. Marines. The complex moral reasoning is about the decision maker acknowledges and considers the rights of others in the pursuit of fairness by using a social cooperation and consensus building approach that is consistently applied in a non-arbitrary fashion. There are a few reason on why should boards have more female directors:1. Boards with high female representation experience a 53 percent higher return on equity, a 66 percent higher return on invested capital and a 42 percent higher return on sales. 2. Having just one female director on the board cuts the risk of bankruptcy by 20 percent . 3. When women directors are appointed, boards adopt new governance practices earlier, such as director training, board evaluations, director succession planning structures. 4. Women make other board members more civilized and sensitive to other perspectives and reduce game playing. 5. Female directors are more likely to ask questions rather than nodding through decisions.

F ) Emotion and perception The various emotions we experience can influence both on how we perceive things and also how others perceive us. Both positive and negative emotions can drive us toward or away from a thing. The feelings we have influence our perceptions of places, situations, people, or objects. For example, if an individual feels negative emotions toward someone then everything that person does or says will be perceived in light of that negative emotions. There are difference in term of emotion and perception between male and female leader. When we look to the social-emotional behaviors, we can tell that female are more likely to meet the social-emotional needs of the group slightly more than male do. Female are rated as being more interpersonally warm during the first interactions than male leaders. Females using an authoritarian style of leadership were perceived less favorably than males using the same style. The research shows that the expressing anger when displeased at work conveys status ,authority, power and independence is correct, but only for male. Victoria Brescoll and Eric Uhlmann (2008) looked at the relationship between anger, gender and status conferral and found that male were perceived as having higher status when they showed anger vs. sadness at work as perceived by both male and female evaluators. However, when female showed anger at work they were seen as being emotional, moody, out of control, not competent or incapable of dealing with stressful situations by these same male and female evaluators and were perceived to have less status than both angry male and female who did not show anger at work. Interestingly, it did not matter what the position of the woman was: a female trainee and a female CEO were both negatively perceived when they showed anger. The research also has found that female have an edge over male when it comes to expressing their emotions and perceiving the emotions in those around them, male are better at compartmentalizing emotions so an upset in one area does not spill over into other areas.