IoBM HRM Conflux

REAL WOMEN, REAL LEADER

There are lots of books written about women who have been amazing leaders but real Women. Real leader gives the personal, relatable tributes from women who have explored the new opportunities and downfalls of the business world. Every story reveals the insight of women’s unique leadership attributes and characteristics.

Identified from women leader in different scope of industries and their attributes to looking at the problems.  A women proved to be great leader as she is emotionally indulge with the situation along with being practical as well , leadership qualities make the great impact to gain knowledge about work life balance , better relationship with others, being a mentor and lots of more. Studies have demonstrate that the organization those have three or more women board member  significantly outperform the competition and meet the challenges in the form of high sales, return on equity and revenue generating yet women get the smaller percentage in holding top executive positions or a part of any boardroom member. Why? When they do accomplish their leadership position? Why they didn’t get the opportunity to be?  Are they really dominated by men? Real women, Real leadership tackles these question and more from an in-the-trenches perspective to help you become the leader you actually want to be.

Nowadays in large organization, where women scramble up the corporate ladder they disappear. While the statistics vary slightly around the world, this is a highly stable pattern.

More than a 50 percent of the employees in organizations are women which are at the lowest positions. As you look at each successively upper level position in the organization, the amount of women steadily decline. On a CEO position, worldwide, there are only 3% to 4% who are women.

We find this to be a puzzling, even mysterious phenomenon when you examine the hard data that describes the overall success that women have when placed in successively higher leadership positions. It is even more curious when you analyze the success they have in those functional areas that have traditionally been dominated by males.

For more than a decade, our organization has been collecting 360° feedback data from leading organizations worldwide. We now have 450,000 feedback instruments pertaining to about 45,000 leaders, covering a wide variety of industries. The studies that follow include our most current data collected in 2011 and 2012. The sample we have used includes just under 16,000 leaders of whom two-thirds were male and one-third female. Each participant had on average 13 respondents, including their manager, their direct reports and their peers.

Overall effectiveness

A total look at how women leaders are compared to their male equivalent shows the following.

Due to large number of respondents for this study the difference shown here is statistically significant and does not come by chance. 

Differences by Age

To understand the differences between men and women in a better way it is informative  to focus on  overall leadership effectiveness by age. The women leaders’ effectiveness changes with time. As when women and men start off their careers there is recognizable difference. Then men soon are considering being little more effective than women. As women mature they are consider in more and more optimist way and effecting than their male equivalent

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What Causes the Difference?

What do women do that creates this difference in leadership effectiveness? One of the hints came by talking with females about this research. When we asked them to describe why women were consider as more effective, what we heard very often was, “to achieve the  same recognition and rewards, I need to do double as possible, never make a mistake and constantly demonstrate my competence.”

When we focus on our data about men and women, we focused at outcomes from a competency called “Practicing Self Development.” This competency calculates the extent to which people ask for feedback and make changes based on that feedback. effort to improve.

This chart demonstrates percentile scores from men and women on the competency of rehearsing self-advancement.

We can see that the results are justly comparative up to 40 years old. By then ladies maintain the trend of asking for response and apply into action to move forward. Take note of that the viability of men on this competency keeps on declining as they age. Men accept that they are doing fine and don't generally require much input

Difference in competency

On the basis of 360-degree feedback instrument quantifies 16 competencies that compares that how men and women take it in terms of certain competencies shows the following

 

The graph above demonstrates the contrasts amongst men and ladies and has showed them in descending order. It affirms that women really scored higher than men on 12 of the 16 competencies. The distinctions on ten of them were measurably critical. Men scored higher on two competencies, "develop strategic perspective “and "specialized or professional expertise.

Females and Nurturing Competencies

Take note of the expansive contrast on the principal competency, "take initiative” Each reader will most likely have some hypothesis with respect to why this is so. Our clarification inclines towards the responsibilities or double duty, which numerous women live getting things done in order to survive.

As we look at the larger scope by talking with different people and make assumption that women will excel at nurturing competencies in order to develop and boost other as women are emotionally charged and put their self in others feeling and emotions so they have power to inspire or motivate others, builds strong relationship as compare to men, building teams rather than group and allow every to view their point at any position or situation. The above chart shows that these competencies are more optimists for women.

These abilities highlight that women were viewed as more successful in completing things, create good example for other or to next generation and delivering results. These abilities describe leaders who take on complicated challenges in order to achieve the goals

DIFFERENCE BY HERICHACIAL LEVEL  

From the above table we found the interesting fact that at all the organizational position women proved to be a great leader and work more effectively than men.