Women have come along way when it comes to leadership. However, it seems we still “have a farther way to go” (Northouse, 2021, pg. 398) that is still felt today. In the ever-evolving landscape of leadership, the role of women is increasingly gaining recognition and reshaping paradigms. From corporate boardrooms to political arenas, women are breaking barriers, challenging stereotypes, and driving transformative change. We can celebrate the contributions of women in leadership, explore the unique strengths they bring to the table, and advocate for greater gender equality in leadership roles.

The journey of women in leadership is a testament to resilience, determination, and the relentless pursuit of excellence. Despite facing systemic barriers and societal expectations, women have ascended to positions of influence and power, leaving an indelible mark on history and society.

From pioneers like Eleanor Roosevelt and Indira Gandhi to contemporary trailblazers like Angela Merkel and Jacinda Ardern (Northouse, 2021, pg. 397-398), women leaders have demonstrated exceptional vision, courage, and empathy in navigating complex challenges and driving positive change. Their leadership styles often emphasize collaboration, inclusivity, and a focus on the common good, challenging traditional notions of power and authority.

However, women leaders are plagued by the “glass ceiling” barrier that stops the rise to higher standing in leadership in its tracks (Northouse, 2021). Our own history in our own society has incased women as second-class citizens and the disparities become worse for women of color. It was only recently, and by recently, I mean 50 years ago, the 1974 Equal Credit Opportunity Act gave passage for women to be able to apply for credit cards (Saks Frankel, 2023). Apply for credit!! Why did we have to have a law passed for women to have the same “ability” as men? The Equal Pay Act of 1963 requires women to be paid equally as men for the same job (Saks Frankel, 2023), however, in present day women are still fighting for equal pay because they are not getting it. Again, it is worse for women of color. Do we have to produce a law to get past the “glass ceiling”?

Northouse explains that prejudice is what feeds the leadership gap between genders (Northouse, 2021, pg. 419). Prejudice against female leaders arises from the mismatch between the gender norm and the leadership role; these leaders are viewed and assessed more unfavorably than their male colleagues and by male decision makers. These prejudices are especially harmful when making decisions informally, which happens frequently when choosing elite leaders.

Gender bias and discrimination continue to be prevalent today despite successes women are spearheading such as in education and financial independence. According to the AAUW (American Association of University Women), the numbers show while improvements for women in leadership roles in various industries, it is a slow and up-hill battle to equal out those numbers to men (American Association of University Women, 2020). The AAUW also confirms it is harder for women of color to advance into leadership roles with the path laden with more obstacles than white women.

The trend women of color are a part of is dubbed the “glass cliff” (Northouse, 2021, pg. 401). According to the theory known as the “glass cliff,” women and workers from underrepresented racial and ethnic groups have a higher chance of rising to the top of the corporate ladder during times of unrest or subpar business performance. Basically, women and women of color reach leadership roles, are actually being scapegoated for the failures of the company. I am sure a man thought of this idea.

Bottom line, as was my first sentence in this blog, women still have a along way to go but one trait women have is definitely evident, resilience. If we as women come together and keep moving forward, we can finally shatter that glass.

 

References

American Association of University Women. (2020). Barriers & Bias: the Status of Women in Leadership – AAUW : Empowering Women since 1881. AAUW : Empowering Women since 1881. https://www.aauw.org/resources/research/barrier-bias/

 

Saks Frankel, R. (2023, December 5). History Of Women And Credit Cards: 1970s To Present – Forbes Advisor. Www.forbes.com. https://www.forbes.com/advisor/credit-cards/when-could-women-get-credit-cards/#:~:text=1974%3A%20The%20Equal%20Credit%20Opportunity%20Act&text=With%20the%20passage%20of%20this

 

Northouse, P. G. (2021). Leadership: Theory and Practice, (9th ed.). SAGE Publications, Inc. (US).

The definition of servant leadership “begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. . . . The difference manifests itself in the care taken by the servant—first to make sure that other people’s highest priority needs are being served.” (Northouse,2021, pg.253). Simply stated; leaders place the needs, growth and wellbeing of their followers first, then lead the organization. Sounds like a positive leadership theory employers can utilize to better strengthen their workforce and their success together. However, how many companies implement servant leadership style? According to Modern Servant Leader website (Lichtenwalner, 2010), there are only 124 companies listed that practice servant leadership within their organizations.

Why is servant leadership so rare? Why aren’t there more servant leaders? The concept was written by Robert K Greenleaf in 1970 yet it is not a widely practiced leadership style. A leader has to have ten specific characteristics that would define them as servant leaders. Listening skills, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people and building community are essential (Northouse, 2021, pg. 255). Without these characteristics there would not be a servant leader. Essentially, a servant leader would work and exist amongst their followers contributing to the goals set forward for the organization. With hands on, feet on the ground approach a leader would know what their followers are experiencing as they too work for the common goal.

However, servant leadership is not a popular perspective. It seems to be highly criticized with a lot of skepticism. In the article “Why Isn’t ‘Servant Leadership’ more prevalent? (Heskett, 2013)” Jim Heskett writes the comments he received from skeptics about his cynical question about servant leadership. Is it an oxymoron? One commentator wrote: “A majority of leaders as agents of principals see themselves as maniacally focused on getting short term results. (Heskett, 2013)” Another critic wrote: “the organizational model is not geared to move the ‘servant’ person to the top. (Heskett, 2013)”.

It seems the criticisms behind the servant leadership theory are louder than the concept itself. Northouse writes the term “servant” alone “creates semantic noise” that voids value (Northouse,2021, pg.269). The concept is not understandable on how this type of leadership ushers organizational change among other issues. However, despite these negative points, servant leadership approach is being utilized within business models today. As research continues, we will learn more of this leadership model and how it actually works.

 

References

Heskett, J. (2013, May). Why Isn’t “Servant Leadership” More Prevalent? HBS Working Knowledge. https://hbswk.hbs.edu/item/why-isnt-servant-leadership-more-prevalent

 

Lichtenwalner, B. (2010, August 21). Servant Leadership Companies List. Modern Servant Leader.

https://modernservantleader.com/featured/servant-leadership-companies-list/ (Northouse, 2021-02-02)

 

Northouse, P. G.  (2021-02-02). Leadership: Theory and Practice,  9th Edition. [[VitalSource Bookshelf version]].  Retrieved from bned://9781071834473

I have to say when I think of team leadership, I immediately recall experiencing this a few semesters ago. It was one of many Psychology classes I had taken and in this one class, we had a peer group assignment writing an essay paper together. We were only 4 members in the group but the energy to meet the same goal was there. The goal was writing this 10-page paper together and this paper would receive one grade for all, typical in these types of group assignments.

As soon as we were assigned to a group, my group consisted of 5 people including myself. The first to reach out the me was a student we’ll call Gina, and she sent these friendly, open messages to all of us in the group inviting us to join a group chat she had set up through a student chatting app. She explained why she set this up stating it was easier and quicker for us to communicate throughout the course of this assignment. We were all World Campus students, different schedules, different time zones, different lives and she said we could all keep in contact with work together.

As each of us logged in, reintroduced ourselves, we got to work through the chat right away. Gina was kind, friendly, empathetic, and positive to everyone. She had also made each of us feel our participation mattered. From deciding on what our project was supposed to be about, to who was going to write what part, Gina wanted to hear from everyone, and everyone else wanted too also. We brainstormed and tackled the harder questions, and we all gave each other feedback on our writings. Northouse (2021, pg.462) writes that there are three key factors in the effectiveness of virtual teams. First, the use of technology, second, managing distance, and third, team structure. I believe our group hit all three factors, with Gina initiating communication with technology that helped us manage our distance from each other and we were all engaged in our structure as a group.

Gina never made us feel like she was our leader. She just brought us together and made clear we were all equals in the common goal: the grade from this assignment. Although she clearly displayed leadership ability, not once did she ever make us feel that way or insinuate, she was leader. It was a positive experience I had with group projects I hope to have again.

 

 

(Northouse, 2021-02-02)

 

Northouse, P. G.  (2021-02-02). Leadership: Theory and Practice,  9th Edition. [[VitalSource Bookshelf version]].  Retrieved from bned://9781071834473

I had to blog regarding a recent situation I found myself in and reflecting on leadership in the situation. I had taken a part time job as a BHT (behavioral health technician) to gain some experience in a field I am considering pursuing within psychology. I am familiar with the population of clients I work with as well as the tasks required for my position.

However, since beginning this position, it has been the most disorganized, vague, and uninformed onboarding process. The onboarding was mostly completed via email by a plethora of names and titles that are unknown to me. I never met with the leadership of the program location I am assigned too. I knew her name but not her face or who she was or what she looked like. There was no introduction or welcome for her or the rest of the managers except one. My first few days were spent seeking guidance and asking questions to the few familiar faces I knew and the few that were pleasantly happy to see me, were more than helpful my first few days.

The leadership style of the program director is still unknown to me. A scenario had come up where a lower-level worker, not in a leadership position, delegated to me to complete a task for a client I had not worked with on my second day on the job. I responded accordingly, explaining I had not worked with this client, another BHT had, and I was not familiar with how the client performed that day.

While the matter seemed to be a simple solution, it was escalated to the program director whom I tried directed me to complete the task, however, I had to explain my point of view and asked for guidance on what I am supposed to do since I did not work with the client. The director offered to assist the next time I was in the office. Unfortunately, unforeseen circumstances changed the schedule, and we did not get to meet. With hearing no word for the director, I followed up with an email to her asking to meet virtually to take care of this task for the client and I would appreciate her time. Instead of responding to me, she passed over my email to the lower-level worker that started this issue in the first place who replied that she would meet with me instead, virtually. I responded with a date and time and to send me the meetings links and I did not receive a response.

From everything I have observed with my time there has been very disappointing and dissatisfying to the position I hold.

The director’s leadership style is avoidant and unapproachable. As a follower, I have felt neglected, ignored, unheard and unimportant to the program which is very disappointing as a follower/worker. However, I enjoy my work and the work I do as a BHT.

This scenario reminded me of Lesson 2: Trait Approach and how Stogdill and Kirkpatrick identified a total of 16 personality traits related to leadership (PSU WC L.2, p. 2). How much does personality traits reflect leadership? How much does attitude reflect leadership? While I do not believe leaders are born, I do believe leaders are a reflection of past leadership styles learned, when the now-leader was a follower, which can be either positive or negative style. The learned leadership style can impact the future followers, and future situations, positively or negatively also.

Pennsylvania State University World Campus (2024). PSYCH 485 Lesson 2: The Great Man Theory. Retrieved from: https://psu.instructure.com/courses/2315634/modules/items/40302360

In leadership discussions, much attention is often given to the qualities and attributes of effective leaders. However, the significance of followership is a topic that deserves equal recognition. Followership is not merely the act of following someone else’s lead; it is a dynamic and crucial element that contributes significantly to the success of any team or organization.

Research has only touched the surface on the concept of followership, trying to keep up with time and societal changes that keep moving forward. I believe leadership and followership go hand in hand. One does not exist without the other. A leader can’t lead without followers and while most focus is placed on the leader, it’s the followers that define how one sees the leadership. Good or bad.

In my years of HR, I had the opportunity to witness and observe leaders from first line managers and supervisors to corporate executives, CEO’s and board members to local political “leaders”. One thing was definite, attitude reflects leadership. It is the followers that enable leaders the motivation and power to apply their leadership abilities as they see fit for their environment. From followers stroking their leaders’ egos for favoritism to a leader creating a “clique” environment based on the staff members they preferred to have in their department. Unfortunately, it was very seldom that I observed good leadership combined with good followers.

I remember a CFO that was so narcissistic and dogmatic, he expected to be the CEO after the current CEO retired. He was very cocky, arrogant, and confrontational. Every division he managed he ran to the ground and if or when he did not have complete power, he created conflict among subordinates and peers. However, as CFO he did nothing regarding finances. All that responsibility he left to the Controller, and she allowed it, creating a similar environment among her staff and creating the same conflicts with other departments, especially Human Resources. The CFO’s destructive leadership was enabled by his followers, in turn his followers developed the same negative traits. As Northouse (2021, pg. 369) mentions Jean Lipman-Blumen identifying that unhealthy followership occurs as a result of people’s needs to find safety, feel unique and be included in community” (2021). Basically, negative followership supports negative leadership. Then is it safe to say positive followership supports positive leadership?? More research is needed to verify the answer to this question.

In the Case 13.1 Bluebird Care (2021, pg. 379), the leader Robin Martin established an in-home healthcare agency that began growing and thriving based on the small team of staff she had brought together. However, it wasn’t just her alone in making the company successful. During this growth, Robin relied on certain staff members for their dependability, especially Terry, who had worked with Robin since the beginning of the agency. When challenged by other staff members Robin, relied heavily on Terry’s judgement and her point of view on conflicting matters. However, with Terry’s support, Robin was able to tackle challenges by a toxic employee and maintain her leadership.

Followership can carry a lot of weight, whether it is one employee such as Terry in the above example, or in a group. I have to agree with the section on Followership strength, as a psychology student, I do feel that there is a psychological element to leadership and followership that work together. Northouse (2021, pg.374) mentions three perspectives of how followers gravitate towards leaders: psychoanalytic, cognitive-psychological and social-psychological. Followership has evolved over time and has reached equal levels to leadership. Recent studies now recognize followership as an important element to leadership and followers deserve recognition of this dynamic.

 

Northouse, P. G. (2021). Leadership: Theory and Practice (9th ed.). SAGE Publications, Inc. (US). https://reader.yuzu.com/books/9781071834473