#2 - MAY 2024
Is leadership gendered?
That’s the question people ask themselves without admitting it. But we need to ask it if we are to overcome prejudice. Eliane Bacha, Stephanie Chasserio and Corinne Poroli, Professor of Management and researchers at SKEMA Business School, do it for us.
Eliane Bacha
Professor of Management and researcher,
SKEMA Business School
Stephanie Chasserio
Professor of Management and researcher, Director of the Globalisation Academy, SKEMA Business School
Corinne Porolli
Professor of Management and researcher,
SKEMA Business School
Leadership has become highly topical in the media over the last few years. But what are people talking about, exactly? Research tells us that leadership is a process through which an individual influences a group of individuals in order to achieve certain objectives (according to Greenberg and Baron, 2003). In principle, this definition doesn’t seem gendered. The role of leader is not a status conferred by a company, but an ability to guide, influence and inspire others. With individuals, this ability is rooted in a constant process of learning and questioning.
However, domination, authority, assertiveness, competitiveness, self-confidence and the need to succeed are qualities often cited in describing male leaders. And empathy, benevolence, inspiration and collaboration are among the characteristics often evoked in describing women leaders. The expressions “female leadership” versus “male leadership” are even used sometimes, at the risk of essentialising competences, distinguishing between male and female skills and reinforcing gender stereotypes. This raises the following question: Is there really a gender-based leadership style? Is leadership gendered?
The virtues of inclusiveness
Today, to become attractive and competitive, companies are looking for suitable profiles in terms of leaders who can create value by sharing their know-how, ideas, convictions and values. Companies are also introducing processes for pinpointing people with potential and talent, tin view of giving them the support they need to move forward within the company. They offer mentoring and/or coaching to help men and women acquire the requisite skills to develop their leadership qualities. These programmes, originally offered to women to help them gain self-confidence, dare to speak out and assert themselves in a company with a view to a career, are now quite common in big companies and are becoming more widespread.
Since the pandemic, the environment has become increasingly volatile, uncertain, complex and ambiguous (VUCA). Hence the need to challenge prevailing stereotypes and cognitive biases and promote diversity within companies, especially as regards positions of responsibility. Today, many companies say they need men and women leaders, each bringing his or her own vision, added value, values and convictions. This inclusiveness is important, as it fosters:
Tomorrow’s leaders
This inclusiveness will help an authentic style of leadership to emerge, with everyone taking on their particular role in a spirit of sharing and respect for others. A long way from the heroic posture of the omniscient, omnipotent leader, various leaders, both men and women, are now developing a attitude that can be described as authentic leadership, based on three key elements:
These authentic leaders are seen as confident, hopeful, optimistic, resilient and deeply moral.
Tomorrow’s companies must encourage and foster diversity and inclusion within their teams, consider their employees’ well-being, and help the emergence of leaders who are authentic, responsible and ethical, and will ensure the firm’s future while committing to sustainable actions in a turbulent, constantly changing environment. Perhaps it involves building a “new style” of leadership – one that is more authentic, aware, human and inclusive, leading to the in-depth transformation of businesses.
Companies need men and women leaders, each bringing his or her own particular vision and added value.