Understanding gender expressions in leadership competencies; Getting to the root of the effective balanced leader

Transcription

1 Understanding gender expressions in leadership competencies; Getting to the root of the effective balanced leader Presented by: Stacy L Shamberger Executive VP Skyline Group

2 About The Presenter EVP Skyline Group International Board of Advisors; GreatLeadersInspire.com (American Public University) Held Executive and Leadership positions in L&D/HR, Finance and Operations at Fortune 500 and Mid-sized companies. (IBM, ADP, Citibank, Fisher Scientific) Former Adjunct Professor - Executive & Leadership Studies Author of published articles on a variety of HCM topics including; leadership development, employee engagement and metrics International speaker/presenter

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4 High Impact Competencies High Impact Leadership

5 Requires Balance

6 Men and Women as Effective Leaders

7 American Psychological Association Findings A 2014 meta-analysis published by the American Psychological Association found that both men and women are seen as equally effective and theorized that the stereotypes associating masculine traits with leadership were beginning to dissolve

8 Leadership Traits Matter

9 Basis/Premise of Gender Expression Research Wanted more detail about how gender-based behaviors are expressed and perceived in the workplace. Based on our experiences and previous research, we theorized that when a man adopts a feminine (inclusive) approach to a leadership situation, for example, to be more collaborative and inclusive, he is perceived more positively than a woman is when adopting a masculine (directive) behavior, for example when she is directive and assertive.

10 Basis/Premise of Research We explored the questions below through a survey of 1,012 men and women ranging from individual contributors to CEO s with 4 or more years in the workplace today. 1. Do people agree that there is a gender based behavior continuum in leadership? 2. Which behaviors are seen as most effective? 3. How are men perceived when they utilize a masculine versus feminine behavior? 4. How are women perceived when they utilize a masculine versus feminine behavior?

11 A Bit About the Research SIZE OF COMPANIES RESPONDED DATA BY GENERATION Gender Expressions Survey 2016 Organizational Intelligence Institute Gender Expressions Survey 2016 Organizational Intelligence Institute

12 More Data Insights COMPANY CULTURE Doing Things Right 25% Structured, controlled, focus on efficiency and stability Getting Things Done Doing Things Together Do Things First 20% 40% 15% Gender Expressions Survey 2015 Organizational Intelligence Institute Results oriented, focus on competition, achievement, and winning Family like, focus on collaboration, teamwork and mentoring Dynamic,, focus on risk taking and innovation

13 Key Research Findings A recognizable gender-based behavior continuum exists for the 28 leadership competencies used. Masculine (Directive) & Feminine (Inclusive) behaviors are equally effective for 70% of Leadership Competencies Inclusionary practices, humility, and breadth are seen as more effective and this favors women for 21% of competencies and men for 7% of competencies Women are rated lower when adopting masculine leadership behaviors on 57% of leadership competencies While men are rated lower for adopting feminine behaviors for 21% of competencies Women rate other women lower more frequently than men do (57% vs. 14%)

14 Hypothesis #1: There is a continuum of masculine and feminine behaviors within a competency. For instance, listening, which is traditionally seen as a feminine competency, actually has a masculine and feminine expression. Just as there is a masculine and feminine expression of strategic thinking, which is typically considered masculine. Example: the masculine expression of listening is being able to repeat back the key words and points the other person made. The feminine expression of listening is for emotional connection

15 Hypothesis #2: Women need to be more balanced when using a masculine versus feminine expression of a competency, depending on their audience and the needs of the situation. Research has shown that men are seen as effective when they use both the masculine and feminine expression of a competency and therefore are seen as balanced as a leader. Women who solely rely on one type of expression, too masculine too often are seen as bossy and too feminine are seen as wallflowers or weak. Our premise: women have not been pushed to develop both aspects of a competency. As a result, women are less balanced and therefore less effective.

16 Effective Situational Real-Time Leadership

17 Effective Situational Real-Time Leadership I Competency/Behavior D Balanced Effective I

18 Recognized Four Quadrants of Leadership In this study we looked at 28 proven leadership competencies. They were pulled from 4 recognized leadership quadrant. The first step in examining balance was to ensure there was balance in the primary quadrants

19 Percentage of Competencies Rated Differently Count of Significantly Different Effectiveness of Expressions Feminine vs. Masculine Leading Self 43% Leading Others 14% Leading Organization 57% Managing Implementation 0% Gender Expressions Survey 2016 Organizational Intelligence Institute

20 Competencies of Quadrant 1 Emotional Control Flexibility Integrity Resilience Self-Confidence Executive Presence Work/Life Balance

21 Competencies of Quadrant 2 Assertiveness Conflict Resolution Influencing Others Listening Partnering and Relationship Building Teamwork Verbal Communication

22 Competencies of Quadrant 3 Creativity and Innovation Entrepreneurship External Awareness Inspirational Vision Organizational Awareness Service Motivation Strategic Thinking

23 Competencies of Quadrant 4 Coaching and Mentoring Customer Focus Delegation Effectiveness Monitoring Performance Planning and Organizing Thoroughness

24 Emotional Control Exe cpresence Average Effectiveness: Feminine vs. Masculine Expressions Self Others Flexibility Integrity A ssertivene ss Influen cing Others ExternalA warene ss OrganizationAwarene ss Custo merfocus Effectivene ss Thoroughne ss Leading Leading Leading Organiza tion Managin g Imple me ntation Resilience SelfC onfidence WorkLifeBal ConflictR esolution Li stening P artneringrelationbuild Tea mworkcollaboration Verbal C o mmunication CreativityInnovation Entrepreneurship In spirational Vision Service Motivation Strategi cthinking Coaching Mentoring D elegation MonitorPerformance Planning Organizing Average Effectiveness: Feminine vs. Masculine Expressions

25 % of Competencies Rated Lower When Utilizing the Opposite Gender Behavior Rated lower by Men Rated lower by Women Rated lower by Both Genders Rated the same by Both Genders MEN UTILIZING THE FEMININE EXPRESSION 4% 11% 25% 60% WOMEN UTILIZING MASCULINE EXPRESSION 43% 14% 43%

26 Unconscious Bias? Perhaps Why? Unawareness Outside of Our Control Assumptions Judgements MEN UTILIZING THE FEMININE EXPRESSION 4% 11% 25% Unconscious Bias Intersection 60% WOMEN UTILIZING MASCULINE EXPRESSION 43% 14% 43%

27 Lower % Rating When Men Choose Feminine Expressions EMOTIONAL CONTROL 38% 54% INSPIRATIONALVISION 34% 52% CREATIVITYINNOVATION 23% 25% 0% 10% 20% 30% 40% 50% 60% Percentage Lower by Male Raters Percentage Lower by Female Raters Gender Expressions Survey 2016 Organizational Intelligence Institute

28 Lower % Rating of When Women Chose Masculine Expressions Percentage Lower by Female Raters Percentage Lower by Male Raters 20% 3% 37% 5% 20% 13% 24% 5% 4% 24% 8% 77% 24% 56% 39% 53% 35% 56% 28% 43% 36% 39% 29% -4% Gender Expressions Survey 2016 Organizational Intelligence Institute

29 Data Segmentations In general, CEO s and C-Suite executives had more positive ratings of workplace behavior: Rating feminine expression of behaviors equally as well as masculine. Their ratings of women embodying the masculine expression of a competency were much more positive than the perceptions and ratings of individual contributors

30 Data Segmentation Amongst Millennials: There has more positive ratings of feminine leadership and of women utilizing masculine(directive) behavior expressions in the workplace. Millennials will only increase as a percentage of the working population, therefore we can anticipate further support of masculine expressions of leadership by women. GenZ is expected to have an even greater tolerance and expectation of female leaders, as they will enter the workplace with highest percentage of women in leadership then any other generation prior!

31 Stacy L. Shamberger