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The article “Ways Women Lead” vividly portrays the main methods and ways followed by women leaders in management. The author states that these values are needed to ensure that entities in institutions perform as one unit. These shared values are entrenched in the culture of organizations. Women’s leadership style can be characterized as transformational leadership. Women leaders try to use personal charisma and traits to persuade people and change the self-interest of subordinates. The culture being followed in companies act as a consolidator of the beliefs, goals, assumptions, and values of the members. The intense sharing of makes values accustomed to members hence creating a strong organization. In most instances, strong organizations provide the best results. These outcomes are critical in ensuring the existence of firms in competitive industries and markets. The superior performance of firms described with strong cultures has been developed through socialisations and other communication techniques. In this case, women use a so-called “interactive leadership” based on knowledge sharing and critical analysis of the success of the organization. The process of socialization attempts to allow individuals to accept the values necessary in building strong organizations. Leaders reinforce these values through the promotion of behavioral norms and other important aspects. Employees are believed to demonstrate a higher level of commitment in organizations that exude strong cultures. Some personnel equates their personal values to the values maintained by firms before setting the commitment. Employees with inconsistent views compared with the companies are expected to leave before their first year. Despite the broadness of firms’ strength, most perception of culture leads to the performance of the firms.
Rosener underlines that the main difference between men and women leaders in human relations with employees. Women leaders always try to create a positive climate and relations during a meeting (Rosener 1990). They use such tools as encouraging, power, and information to influence a subordinate. Some women leaders address problems through rules and procedures instead of values. Organizations that prefer this mode are often considered as the determinant of weak culture. The development of leaders is often equated with their ability to go along with the growth of their subordinates. This is a crucial part that most successful leaders have undergone. Women leaders are more interactive than men leaders. Still, some women prefer a command-and-control style which helps them to manage large organizations and maintain a span of control (Rosener 1990).
Women leaders are in situations involving changes in networks, processes, and people. The manners in which leaders address these changes determine the success of organizations. Timing is an important element that Carnell (1999) identified. Communication is another aspect that was discussed in the study. Moreover, the accountability exhibited by leaders is highly required in the process of becoming successful. Women mobilize and assign resources; they guarantee the continuing vitality of the staff; they generate and maintain appropriate procedures. They also manage, delegate, and coordinate resources, and they provide a system of incentives to encourage and support productive behavior. Common to both managers and leaders is the focus on the outcomes they produce, which are based on the goals they pursue. Rosener underlines that women leaders call for the kind of attempt, restraint, drive, and discipline that result in effective performance. The traditional definitions of management and leadership have concentrated on and described the management process.
References
Rosener, J. “Ways Women Lead,” Harvard Business Review, 1990, #90608.
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