ARTICLE 1

Gender and Leadership? Leadership and Gender?

A Journey through the Landscape of Theories

Authors:

1Steven H. Appelbaum (John Molson School of Business, Concordia University, 1455

de Maisonneuve Blvd. West, Montreal, Quebec, Canada)

2LyndaAudet (Consumer Medicines, Bristol Myers Squibb, Montreal, Quebec,

Canada)

3Joanne C. Miller (Egon Zehnder International, Montreal, Quebec, Canada)

Source: Leadership & Organization Development Journal, Vol. 24 Issue: 1, pp.43-51.

Retrieved from https://doi.org/10.1108/01437730310457320

The purpose of this article was to examine the following three questions: Are
women’s leadership styles truly different from men’s? Are these styles less likely to
be effective? Is the determination of women’s effectiveness as leaders fact-based or a
perception that has become a reality? Conclusions revealed: Question one: Yes,
women’s leadership style is, at this point, different from men’s but men can learn
from and adopt “women’s” style and use it effectively as well. In other words,
effective leadership is not the exclusive domain of either gender and both can learn
from the other. Question two: No, women’s styles are not at all likely to be less
effective; in fact, they are more effective within the context of team‐based,
consensually driven organizational structures that are more prevalent in today’s
world. Question three: The assessment that a woman’s leadership style is less
effective than a man’s is not fact-based but rather driven, by socialization, to a
perception that certainly persists. The inescapable reality is that, within the senior
ranks of corporate North America (and elsewhere); women remain conspicuous by
their absence.
 This paper is an evaluation of the first article being presented – that is,
“Gender and Leadership? Leadership and Gender? A Journey through the
Landscape of Theories”. It will discuss my impression on the paper’s purpose,
subject matter, significance, audience format, and ability to influence its readers.

Purpose

The chosen article is an attempt to better understand leadership in the context

of gender. More specifically, the article tried to satisfy the age-old questions on how
men and women differ in terms of their leadership styles; which style of leadership
between the two is more effective and what context is it effective; and, if the
effectiveness of a leadership style of the female leader, in an indirect comparison
with the males, fact-based or something which only evolved into becoming a reality.

Subject Matter

Gender, in a sociological viewpoint, refers to the identification of an

individual as either masculine or male and feminine or female. As such, either of the
two or something else (i.e., LGBTQ) performs roles or set of behavioural and cultural
traits, clothing, among others on the basis of the category where they belong. For
countless of decades, it has been observed as a subject of disputes worldwide. In fact,
it has become one of the hottest topics in most debates worldwide in that it each
claims dominance over the other if not fight over equality and equity. From a world
whose orientation is mostly patriarchal, males usually seem to be dominant over the
other(s). However, with the rise of feminism in the different parts of the world,
women activists scream for justice and equitable treatment of both genders by the
society.

Significance

An analysis of the article, specifically on issues concerning gender, is

significant since advancement in justice systems has been called for by many
individuals and human rights activists, especially for those belonging to the
marginalized sector of the society (commonly identified as women and children).
Moreover, promotion of gender empowerment needs to be encouraged if
impartiality is the political society’s aim so that we will live our lives meaningfully.
Ultimately, no one probably aims to live a life of power struggle over other human
beings, regardless of gender, if he or she only wishes to survive every given day in a
fashion that is peacefully successful.

Audience Format

As emphasized in the context of technical writing, the readers’ background

needs to be understood for purposes of emphasis of the subject matter being
discussed. The words ‘consensually driven organizational structures’; ‘conspicuous’;
and probably, ‘inescapable’, seem to be a bit dense for the general public. For
instance, some readers wouldn’t understand conspicuous but possibly digest readily
‘noticeable’ or ‘visible’. However, the article seem to target corporate and
administrative leaders who might be in constant competition with each other as to
who is more effective and efficient and who is more powerful than the other. Thus,
the article has generally served its purpose.

Ability to Influence

John F. Kennedy once spoke, “If we cannot now end our differences, at least
we can help make the world safe for diversity.” This article pertaining to gender is
more or less a reminder for everyone to empower each other regardless of gender. If
we are to make a better world, we have to start thinking and realizing that there is
no glory in power struggle as everyone is created equal. Perhaps, people need to
realize that coexistence is needed for everyone else to survive and become
successful. Helping each other, again, regardless of gender, is something that makes
people human and should make each one be more humane. The key, therefore, is
respect for each other and the realization that one’s freedom ends when the freedom
of another begins. Finally, setting aside the differences of each one does not make the
other less of a person or does it make the other more dominant.
 ARTICLE 2

Breaking Perceptions of "Old Boys' Networks":

Women Leaders Learning to Make the Most

of Mentoring Relationships

Authors:
1Linda Searby

Auburn University, ljs007@auburn.edu

2Jenny Tripses

Bradley University, jtripses@bradley.edu

Source: Leadership & Organization Development Journal, Vol. 24 Issue: 1, pp.43-51.

Retrieved from https://doi.org/10.1108/01437730310457320

Women often perceive a disadvantage over similarly qualified males in

professional advancement because they are not part of the "old boys' network."
Based upon the assumption that women and minorities struggle to gain access into
educational administration positions due to lack of professional networks and
mentors, this phenomenological qualitative study sought to understand, from the
protege perspective, how women develop the capacity to enter into mentoring
relationships. Subjects in the study were 14 women participants in a mentoring
conference sponsored by a statewide women's administrative organization.
Conclusions from the study address ambivalence experienced by proteges in seeking
out a mentor as well as implications for women's professional organizations seeking
to develop strong mentoring cultures.
 Breaking Perceptions of "Old Boys' Networks": Women Leaders Learning to
Make the Most of Mentoring Relationships is an article that may somehow widen
our perspective about the potentials of women as analysed according to the
following aspects of technical writing:

Purpose

The apparent purpose of Article 2 is to pinpoint the idea that women, and the
rest of the marginalized sector, can also hold key leadership positions and can
become capable leaders if they can come in contact with professional networks and
exposure to the coaching of excellent mentors.

Subject Matter

Still, as in the previous article, the subject matter revolves around gender
issues. Just because women do not belong to the “old boys’ network” does not mean
that their importance and ability to become productive members of the society is
diminished. Each one has potentials which, when nurtured or supported, can propel
him or her into reaching his or her desired end result.

Significance

The support and encouragement the society ought to give to women and the
minority groups is substantial in maintaining societal balance. Mentoring them and
not blocking all possibilities for their personal and professional growth and
development would greatly benefit the society as they, too, will add up to the
manpower needed for a sustainable socio-economic progress in the specific context
of education. Thus, the development of a mentoring culture for all would be relevant
in maintaining a strong civil society.

Audience Format

Technically, Article 2 is just on-point in its approach. Except maybe for the
words protégé and ambivalence which may not be readily understood by the
masses, the rest of the article gives us a raw understanding of what it is trying to
deliver to its audience – that is, equal rights on mentoring exposure so that the field
of education may not be monopolized by men alone as women also have something
vital to offer in the said arena.

Ability to Influence

Article 2 is influential in specifically mentioning how the society should boost

the culture of mentoring across different categories of gender. Further, it must be
imbibed in the minds of the people what Benjamin Disraeli once quoted that the
greatest good one can do for another is not just about sharing his or her riches but
that of revealing to another his or her own. One’s ability to acknowledge how he or
she should help his or her fellow in reaching his or her highest goals may be dreamy
but is definitely attainable once the spirit of cooperation for the greater good is
present in one’s philosophy in life.