home » Registration » Woman head challenges and achievements. Woman leader: "pros" and "cons"

Woman head challenges and achievements. Woman leader: "pros" and "cons"

- Well, what if you have a family! Everyone has a family. You'll be fine. Who if not you? Just think, cook dinner, check the lessons, and what are the grandmothers-nannies for?

– What can this pioneer teach me?! She is the leader! My girl, when you were still walking under the table, I already had 200 people under my command.

- Everyone respects you, you have long outgrown your place. What is there to be afraid of? That 5 people, that 150 - there is no big difference ... Just think, a woman. Our women, as you know, they are both a galloping horse and a burning hut!

Today, more and more women are appointed to leadership positions, however, such an appointment is always a topic for discussion. The only exceptions are, perhaps, traditionally “female” industries, where there are very few or no men at all: kindergartens, pharmacies, libraries, travel agencies, fabric stores, books, cosmetics, etc. Since this material is devoted to management issues, and not to clarifying the relationship between the sexes, we will consider the specific problems that aspiring female leader faces.

In our research, we have identified two types of aspiring female leaders depending on their attitude to power - "hen" and "predator". Of course, such a typology is very arbitrary: everything in life is more diverse. At the same time, the tasks facing the novice leaders of each of these types are different. So let's look at them in more detail.

Attention! These problems relate to a lesser extent to novice managers of their own firms.

"HAT"

Just as a mother hen does not tend to strive for power in a chicken coop (there is a rooster for this), so a woman leader of this type does not need power for the sake of power. Power is not an end in itself for her. The news of the appointment is perceived by her with anxiety, and sometimes with tears. Senior management has to persuade a woman to take a position, to convince her that she, like no one else, is able to rally the team and do quality work. Such behavior of a mother hen does not contain even an ounce of hypocrisy, since women of this type prefer to develop diversified in the professional field, hone their skills, but only significantly ahead of their colleagues, they are ready to climb a step higher.

As a rule, mother-women are loved by colleagues: they are valued in the team, they are turned to for help and advice. As it is customary to say, they have well-established horizontal ties. This is partly due to the lack of power traits in the character, as well as delicacy and the ability to find mutual language with everyone. A mother-bearer has to solve at least three important tasks.

Task number 1: help build subordination so as not to spoil relationships

The woman worked for a long time together with her colleagues on an equal footing, but then she was appointed leader. She often hears from employees: “You yourself understand everything, you recently worked with us, why do this?” Colleagues-employees negatively perceive changes, if something offends them, they immediately tell the manager about arrogance, moreover, they often behave in a familiar manner.

How to solve it?

1. Warn the female leader that at first she will be emotionally isolated: most likely, colleagues will no longer discuss with her last news, invite to a tea party, with her they will be more restrained in their assessments, etc.

2. Set tasks and exercise control not individually, but, if possible, at planning meetings.

3. It is desirable that an external leader be present when setting tasks and monitoring at first - this will allow friends to be more restrained.

Nonna Mordyukova, artist: “It's amazing, where strictly, richly, housekeepers live forever, lose their personal lives, completely belong to the owners. Where it is poor, where with them as with girlfriends, they do not take root, although the pay is the same. Already for hire, so for hire: you are the owner, and I cater to you for a certain fee. Domestic workers do not respect their own and unpretentious mistress.

Explain to subordinates why there is a need to perform certain tasks, what explains such requirements.

4. Use the “sharing of responsibility” technique: “What would you do in my place?”

Objective #2: Get rid of the desire to give your colleagues benefits and abandon trade union activities

After N. was appointed head of the group of brand managers of a pharmaceutical company, her first step was to study the situation in the team. She then drafted paperwork stating the need for a pay raise for several of her subordinates, and for one of her key brand managers to receive a significant pay increase. The need for an increase was justified by the greater promotion of the brand, and, consequently, overloads. The senior manager proposed to coordinate the increase in pay with the leaders of other areas. Naturally, the latter expressed dissatisfaction with the increase in salaries of only a few employees. The offer was rejected.

How to solve it?

1. Explain that novice managers often want to do "charity" at the expense of the company. The subconscious goal of such activity is to please, satisfying the needs of the team. This is the “union effect” that the manager needs to be aware of. Awareness helps to separate the interests of the company from the desire to please everyone and make more informed decisions.

2. Explain that such behavior can lead to the "draft horse effect" - taking on overwhelming responsibilities, doing work instead of subordinates. The consequence is fatigue, stress, resentment and, as a result, rebirth into a “predator”.

S.K., head physician: “My former leader (now retired) told me that the work of a leader is similar to the work of a volleyball team coach. It is important that the whole team wins, and the task of the coach is to look at who to bet on in the game. You need to think over different combinations: in one case, you need to orient the whole team to one player, in the other - to another. See who is in shape and who needs to rest. At the same time, women must be told that they are all smart and beautiful, and the situational nature of leadership has nothing to do with abilities. The victory of the whole team gives a win to everyone.

3. Introduce strict budgeting, require approval of additional expenses from higher management. Attribute unbudgeted costs to the budget of the unit, while making the salary of the head dependent on the profitability of the unit.

Task number 3: set tasks, demand their implementation and stop reflecting on the decisions made.

S.E., head of the department: “At first I did not understand that it would be much easier for everyone if I clearly state what I want from my colleagues. Instead of saying: “We urgently need to prepare an agreement,” I asked: “Elena, can we prepare an agreement by Thursday?” Elena angrily answered me that we could not, because there was a lot of work. I was upset, but did not insist, believing that she really had a lot of work, and pulled the strap myself. I was ashamed to distribute responsibilities, because I thought that everyone is literate people and will be able to distribute tasks among themselves. Only later, when they told me directly that I didn’t know what I wanted from my subordinates, I realized that I should not ask, but give tasks and indicate exactly what to do and in what time frame.

How to solve it?

1. Explain that instead of questions, you need to make clear requests and tasks, be sure to specify the deadlines for their implementation.

2. Introduce mandatory planning meetings with keeping minutes to simplify the procedure for setting goals.

3. In no case should you throw one in the hope that it will "smelt" itself. In this situation, she needs to be supported, praised, encouraged, helped and regularly asked if there are problems, if help is needed. It is advisable to attach a benevolent mentor at the first stage.

4. Introduce instructions, procedures that make it easier for a novice manager to make decisions, distribute tasks, and set tasks.

"THE PREDATOR"

For a female predator, power is needed as recognition of her merits, status, qualifications, and best abilities. Appointment to a new position is perceived by her as a natural step, once again proving the correctness of her principles and actions. When you tell her about her new status, you will hardly feel fear or timidity, rather you will see a glint in your eyes. If it seems to you that a new position is all she wants, try to remove rose-colored glasses. This is just a step on the road to real success. That's why she's a predator.

A female predator in most cases is a careerist. This does not mean at all that she is not a professional in her field. On the contrary, she is well versed in specific problems or problems that interfere with higher management. Such a woman demonstrates success and knows how to correctly present it as a personal merit. True, her professionalism is specific: it is a means to achieve the cherished goal - recognition and success.

In the team, the predator, as a rule, is respected for her determination, willingness to take on new projects and tasks, and the ability to take responsibility. At the same time, colleagues often dislike her (sometimes even fear) for her excessive perseverance, the desire to exert pressure, harsh judgments and the desire to achieve results by any means.

Challenge #1: Avoid becoming a striker and overcome the urge to "level" and "build".

I.A., director of the legal center: “A person has changed in a few weeks. "Star" saw insects in subordinates. She “built” everyone and considered her students. Cerberus System: It feels like you're in elementary school. The whole team was in a fever from tyranny and arrogance. They tried to explain to her, put pressure on her. Nothing has changed, she just “tightened the screws”. I had to translate."

How to solve it?

1. Prior to appointment, conduct explanatory work that some women who have received an appointment often have a desire to assert themselves at the expense of colleagues. The "star effect" may manifest itself in the desire to add your "selected" points to the finished technical specifications and instructions and demand their implementation. At the same time, the “predator” quite sincerely believes that in this way she will achieve an increase in efficiency and improve the result. Naturally, this causes a dull discontent. In some cases, this behavior can cause a serious conflict, especially if a woman is prone to "star fever".

2. At the initial stages, be present at the setting of tasks and during the implementation of control. Monitor compliance with feedback procedures.

3. To appoint a man as a deputy - according to experts, this smoothes the situation.

A.O., assistant manager: “We had such a situation of stardom in our department. The presence of a deputy head of department - a man who, due to the specifics of the work of the department, often supervised the execution of instructions and communicated with employees, in better side influenced the head of the department.

4. Be sure to note the status of an employee.

5. In no case should you say that the team is unfriendly towards the leader before the appointment - this can form a negative attitude in the female leader. If you want to warn a future leader, then it’s better to say: “There are some production problems that bother the team, and you need to help your colleagues solve them.”

6. Explain that the desire to “level up” everyone can end up with the “group thinking effect”, when, for the sake of the desire to preserve a good relationship in a team, to avoid conflict, subordinates will support any decisions of the leader and will not express constructive criticism.

Task number 2: to refuse to take an inflated bar.

E.A., head of the sales service: “When I was just appointed as the head, there was such excitement - I wanted to show myself. And I took on a lot of tasks that other leaders refused. As a result, the team hated me, because everyone had to work at night. Fellow leaders retaliated ruthlessly for accomplishments, and senior management stepped up the plan. After a few months, I began to seriously consider quitting because I couldn't handle it. The strongest blow to self-esteem. And it was only thanks to the support of my mentor that I stayed… It was a good lesson for the future.”

How to solve it?

1. Explain that most motivated people can overcome difficulties, but not all. You don't have to expect similar zeal from others. It must be taken for granted that not all subordinates support grandiose plans (sabotage may begin when carrying out the instructions of the head, or complaints about senseless overloads to higher management may begin). Therefore, it is important to assess the capabilities of the entire team not by their own strengths, but by average performance.

2. Control the number of tasks and projects taken on by the department / subdivision, given that such a leader, for the purpose of self-affirmation, can raise the bar of requirements, increase the load on subordinates (or entrust them with their work) in order to achieve results and meet expectations.

3. Regularly conduct appraisal, during which provide employees with the opportunity to speak. Introduce a rating system that takes into account the position of a "star" (that is, a "superspecialist" that is far ahead of the company's requirements), demonstrate that excessive "stardom" can lead to job loss (it is better for a superspecialist to look for another job).

4. Introduce a system for training successors.

O.S., telecommunications company: “It often happens that a female leader is afraid that her place will be taken by a more energetic or attractive colleague. Therefore, it is very important for her that the rear areas are protected. She builds a long bench of "reserves" - completely loyal employees who look into her mouth and do whatever she says. The saddest thing is that she belittles the merits of other, less loyal subordinates. To avoid this, we have introduced a system of "education of successors". But since no one wants to educate a replacement for themselves, we have ensured that the successors do not take the place of the immediate leader, but are sent to another department. A kind of team game between departments began: “Look, what is ours, who went to IT, what! The best!" Naturally, mentoring is associated with material incentives, that is, being a good mentor, among other things, is beneficial.”

5. Provide the "predator" with the opportunity to gain recognition through public presentations of results, increase the load, not the authority, entrust the implementation of new projects. Regularly praise, celebrate true achievements.

Once again, we recall that the examples described above are rather extremes; in life, we almost always have a place with women leaders of a mixed type. With the development of managerial skills and the acquisition of leadership experience, these types are improved, getting rid of the negative aspects. And the release from "growing pains" is faster if the company has well-established business processes.

V.S. Blashenkova,
N.S. Makatrov,
founders of the Womania project (www.womania.ru)

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Hosted at http://www.allbest.ru

Introduction

1. Woman leader, pros and cons

Conclusion

Introduction

In my work, I would like to analyze some styles of women's leadership. In my opinion, this work is of particular relevance to this stage, since now special attention has been paid to the most effective interaction between the leader and subordinates, and especially the female leader.

At present, many countries tend to promote women in almost all spheres of human activity. However, such a phenomenon as the use of female labor in management, in fact, remains for Russian conditions still strange and new. In developed countries, a woman has long had the same rights as a man. By virtue of this equality, to her invariable role of the guardian of the hearth and continuer of the family, another role was added, no less important and laborious - that of a working wife and mother.

In Russia, the principle of equality and equal opportunities is enshrined in paragraph 3 of Art. 19 of the Constitution of the Russian Federation: “Men and women have equal rights and freedoms and equal opportunity for their implementation. Unfortunately, this provision is often not supported by practice: today, inequality is manifested both in the employment of women, and in their remuneration, and in the management of the affairs of individual organizations and the state as a whole.

The spheres of application of women's activity have historically been very limited, the centuries-old experience of managing household chores has strengthened the understanding of the "woman manager" only at the level of the family economy. Therefore, the problems of women's leadership until recently did not attract due attention from science - management, social psychology, sociology, etc. For example, in the field of personnel management, research has traditionally focused on a male leader. This was considered a kind of standard, since it was men who at all times dominated among the leaders, as in public service as well as in business.

In recent decades, the impact of gender differences on labor activity and career, especially the behavior of women in the organization, has become the object of special research. The problems of women's work, including managers, are periodically covered in the works of Russian and foreign scientists.

This area of research is so vast and diverse that some theoretical and practical matters have not yet received sufficient coverage. Most of all I would like to understand: is it true that business is a man's world and a woman who enters it in the first roles must necessarily sacrifice something important? Can she be a good wife, housewife, mother and leader at the same time? Does the family survive if the traditional roles of husband and wife begin to change, if the work day is too long and there is no time for personal things at all? Will modern women be able to bear on their shoulders all the hardships of managing an organization? Should a woman imitate a man in dealing with personnel management issues? Does the female management style have its own characteristics? What prevents a woman from being realized in the field of leadership and management? What is the portrait of a female leader of the 21st century? All these questions are relevant for our country today, since many of them remain unanswered in terms of their theoretical and practical development.

Formation market economy can be successful if the reserves, which are the labor potential of employees and, in particular, women managers, are fully activated. And the deep socio-economic transformations that are taking place in Russia are making necessary analysis mechanisms for the formation and development of the labor potential of female leaders in the management system based on the identification and consideration of new factors that determine its state and prospects for use.

Today, a woman is increasingly able to choose the most appealing orientation to her family, professional or social activities. However, all this still does not remove the hard-to-solve women's problems inherited from the past. Therefore, this paper is an attempt to identify and address several of them. And research business activity women in the management of social and economic systems must and will be promoted as more women with education and modern type thinking will enter the Russian labor market.

The study of the personality of a female leader is the relevance of this study, they prompted me to study a very significant problem in society, as a woman in the role of a guiding and guiding force. What are the pros and cons?

1. Woman - leader, pros and cons

In the modern period, many stereotypes that have been formed over the centuries are beginning to be rethought in society, in particular the idea that the purpose of a woman is “Kinder, Küche, Kleider, Kirche” (children, kitchen, clothes and church). In many ways, the traditional understanding of the role of women in society was promoted by the biblical story rooted in the European tradition about the origin of a woman from a man's rib. However, the Hebrew word "zl"" means not only "rib", but also "edge". With regard to a woman created from a rib, this can be interpreted as a kind of complementarity - in a woman there is everything that is in a man, but, besides this, there is something else that a man has already lost, a certain facet that is no longer available to a man.

The patriarchal understanding is gradually moving away from generally accepted stereotypes. Women today occupy both the post of president (Argentina, for example) and the minister (of defense - in Spain, for example, of foreign affairs - in Israel), they calmly rule countries in the title of queens (in England, Jordan).

In order for a person to become a good leader, he, regardless of gender, must have special qualities. Strong character, personal responsibility for the result, business sense, high work capacity, activity, the ability to inspire and lead the team - all that is called the makings of a leader. IN modern world these properties are inherent in both men and women, although they do not fit into the traditional stereotype of a woman-hostess, the keeper of the hearth.

However, there are differences between male and female leadership styles. In managing a team, a woman leader rarely resorts to authoritarian methods, instead of direct coercion, she uses methods of persuasion, seeks to motivate, rather than force, personnel to perform their tasks. During negotiations, a woman seeks compromise options, tries not to resort to unreasonable decisions that run counter to the opinions of others, adheres to balanced, deliberate decisions with justified risk. It is easier for women to build and debug routine processes, they pay more attention to trifles, and even after several years of work in one place they do not get tired of improving their favorite business.

A woman leader feels the situation more subtly, knows how to take a step back in time, does not go into an open conflict that can harm the cause. While it is difficult for a man in the heat of the struggle to objectively assess the situation in time. In a team, a female leader is always more open with her subordinates, does not seek to keep a distance in order to give herself weight. She may be interested not only in the work successes of her subordinates, but also in their personal lives and problems in the family. This establishes a more trusting relationship in the team, which has a beneficial effect on the results of work. Since any woman has a maternal instinct, she also treats ordinary workers with warmth and attention.

Men prefer to act, focusing on the future and future results. If some kind of failure occurs in the process of work, it is difficult for them to instantly find the right way out of the situation. A woman leader always comes from real events, gradually, step by step, laying the right direction, bypassing the “pitfalls” in time. This gives positive results.

Psychological research has shown that female leaders differ from male leaders in the following personality characteristics: more stable interests, strong will ability to follow the norms of the team. Women are more able to adapt to the circumstances and streamline their condition, can counteract fatigue when working with people and withstand emotional stress, despite the presence of their own unresolved emotional problems. One can note a greater orientation of women towards dominant and authoritarian behavior, perseverance and strictness. Women have an increased sense of duty, are more obligatory, observe moral standards and rules, are demanding of themselves, dogmatic, conservative, and are in a state of constant psychological protection.
Sociological studies reveal that, unlike male leaders who try to build any structure in the form of a vertical power pyramid, women prefer more subtle management tools built on attention to the individual. Women govern with instruments of influence based on horizontal connections (persuasion and motivation), while men govern with instruments of power (coercion and hierarchy). That is why the boys constantly compete, and the girls agree, try to solve the problem, motivating the performers on a personal level.

So, the positive qualities of women leaders are as follows:

Women leaders are more attentive, diligent and responsible for routine work. They often notice small things and nuances that men consider a waste of time.

Women's leadership style, as a rule, is democratic. They are more willing to listen and hear others. Sometimes this happens only in order to find confirmation of one's own intuition, sometimes to replenish one's "baggage" with new knowledge. In any case, this is usually perceived as attention and respect for the opinions of others.

Women are more often ready to feel the needs and troubles of employees. It is easier for them to ask for a day off or leave early, telling a sentimental story about children, illnesses and emotional experiences.

Women leaders are more willing to share information.

With women, there are practically no such problems as unreasonable absenteeism and hard drinking. They are more punctual. As a rule, they try to complete all assigned tasks on time.

Women leaders are willing to work for much less “remuneration” than men.

There are, of course, the "minuses" of women's leadership, but they are a continuation of the "pluses" and, in general, are insignificant ...

The strength of a woman is not at all in imitation of a male leadership style. A woman can and should win due to her ability to communicate, due to good communicative qualities, due to well-developed intuition.

When talking about the effectiveness of a female leader, it is worth, first of all, referring to the opinion of reputable scientists and the results of research on this topic, since in this area there are a lot of conjectures and attempts to wishful thinking.

Here is what the recognized authority in the field of management psychology, Professor R. L. Krichevsky, points out in his book: in the presence of men they behave quite timidly.<…>Another researcher E.? Eriz found that when solving debatable problems in mixed groups, men initiated 66?% of all communicative acts in the group.

From the point of view of Professor A.N. Zankovsky, a leading Russian scientist in the field of organizational psychology, “there are few reliably established differences [between men and women]: men are superior to women in visual-spatial and mathematical abilities, women hold the lead in verbal abilities.<…>At the same time, psychological studies have shown that a woman is more inclined to conformity in relation to authority, and a man is more aggressive and prone to a greater expectation of success.

In modern research, leadership no longer operates with the concepts of “woman” and “man”, but talks more about gender differences. At the same time, as Zankovsky A.?N. writes, “women, who are predominantly engaged in “male” professions, reveal a more masculine type - a style of thinking and character traits.” There is a kind of "selection" for leaders, in which only masculine women become effective.

Interesting reasoning Zankovsky A.?N. about the influence of marital status on the productivity of the leader. “Many studies show that family workers are characterized by less absenteeism, i.e. change jobs less often and are more satisfied with their work. Marital status imposes great responsibility on the individual.

Thus, if you want to understand who will be a more effective leader, do not look at the hair, makeup and skirt. Think about who is more productive in their place. Who is easier and more interesting to work with. Who bureaucratizes the environment less, who makes you fill out empty papers less, and who does not make senseless demands on you. Who sees further and who is rooting for the Cause, who understands what "Man of Science" means. This will determine the leader for a successful organization much more accurately.

2. Features of the style of female leadership

First you need to decide what is psychologically and, accordingly, emotionally women differ from men? What, in fact, are their features as leaders? As you know, the right hemisphere of the brain, which is responsible for abstract thinking and orientation in space, processes the information received in blocks: it combines facts and forms a concept, and from a number of concepts it forms a single whole - this is a masculine approach to business. The left hemisphere, on which women are oriented, processes incoming information logically, step by step. It has centers speech activity, reading, memory, logical thinking.

“The psychology of a business woman was studied in most detail by American doctors Margaret Henning and Ann Jardin. A woman leader must constantly prove to herself and others that she is doing exactly her job. Approximately 1/3 of all nervous disorders in business ladies comes from the clash of the roles of the boss at work and the performer at home,” explains business coach Galina Sorokoumova. In the desire to become a leader, a woman, as a rule, refuses to build a family for a while, gaining independence and stability. She has a more subtle social intelligence, sensitively perceives the nuances of relationships, including the attitude towards herself. Most experts believe that a woman leader is more practical, energetic, proactive, sociable and demanding, but inferior to a man in emotional restraint and making quick decisions.

Based on the research of Margaret Henning and Ann Jardin on the peculiarities of thinking of business women and women in leadership positions, some conclusions can be drawn. Psychologist, business consultant Elena Grigoryevara says: “Women share key concepts: work for them is carried out “here and now”, and a career is an exclusively personal goal. Men, on the other hand, relate the work they do only to their ideas of a career.” Also, women leaders distinguish between personal and professional problems, choosing one or another path in case of conflict. Men, on the other hand, view careers as essential constituent part own life. Managers of different sexes understand risk differently: for men it means loss or profit, while women evaluate it negatively - for them it is a loss, a danger. Ladies generally take everything very seriously, especially painfully reacting to criticism and personal insults. Most men do not care about building good relationships with colleagues: for them, the main thing is the profit and prosperity of the company. Women, on the other hand, care about maintaining good relationships, and in most cases this is an end in itself: they cannot work with people who are unpleasant to them or with whom they have a conflict.

The motivation of professional activity of women leaders also has its own characteristics. The most significant factors are material with a psychological connotation (they like to be independent in financial plan), moral and ethical (due to work they feel like they are needed people) and compensatory (at work they do not feel lonely, they forget about home and personal troubles). “In surveys conducted by Americans, women noted that work allows them to show creativity, initiative, causes respect from others,” confirms Elena Grigoryeva. “First of all, the ability to move away from established stereotypes and look at the problem from a new angle, using all the previously collected information, is among the female advantages,” adds Galina Sorokoumova.

A group of Western European scientists collected data in more than ten countries, according to which the majority of men admit that, taking the place of a boss, women are less likely to “break down”, it is easier to resolve any issues with them, they are not so much dependent on mood and take better care of subordinates. Women leaders are superior to men in motivation for achievement and desire for leadership. Their penchant for educational behavior allows them to activate the potential of those employees who, at first glance, cannot be valuable to the company. In general, men are more effective at solving problems at the lower level of management, requiring technical abilities, and women are more useful at establishing interpersonal relationships, in education, business, social and public service, at the middle level of management, where interpersonal communications need to be established.

Male managers perceive their work as a series of cases or transactions with subordinates, with rewards for services rendered or punishment for poor performance. At the same time, they more often use the power that their position gives them. Women managers lead in such a way that subordinates transform their interests in accordance with the interests of the group, setting themselves broader goals. Women associate their power with personal qualities - charm, the ability to communicate and work intensively, and not with their position. They unite employees, inspire them, showing admiration for even the smallest successes, and in addition, they are ready for non-standard solutions, personnel changes and changes in management methods in critical situations.

Women, managing people, try to convince them that the goal is close and interesting, and to motivate them to achieve it. But the desire to pay great attention to communication, building friendships can play a cruel joke - it is easy to get confused in a variety of feelings and emotions. That is why it is important to be able to keep a distance between yourself and your subordinates.

A woman should learn to live in business - not "here and now", but to have an overview of the situation - to be able to see two steps ahead. It is sometimes difficult to build relationships with male subordinates due to the fact that they are used to the “boss-subordinate” hierarchy, and women tend to manage in a partnership system. Men consider this a weakness and easily get out of control, so you should learn to discard personal attachments and act strictly according to the rules, not trying to build friendly relations with colleagues - this will go to the detriment.

Often in a team where a woman controls women, intrigues and intrigues begin. If subordinates, instead of working, discuss each other and make plans for survival, are divided into groups, then they are not loaded enough with work. There is only one advice for the manager: to clearly control the work process, to master the skill of time management. In order for the project to be delivered on time, it is necessary to set checkpoints and control the work of each employee at certain points. Or ask them to write daily/weekly progress reports. “A woman cannot manage efficiently, being in a hierarchical system - this must be learned from psychologists, coaches and business coaches. But the role of a female leader will definitely grow every year, as the business structure is changing now, and more and more often subordinates are managed with the help of not power, but motivational tools, ”comments Galina Sorokoumova.

Women are focused on stability, and the nature of business requires a propensity for risk, innovation, the ability to make decisions quickly, and this is already the prerogative of men. There are two ways out: either develop these qualities in yourself, or look for a company where it is important to build and maintain the stability of the system.

Olga Molina, HR Director of AstraZeneca Russia, notes: “Professionally, in leadership positions, I have never felt any special attitude towards myself as a woman leader. Either I was lucky with companies and colleagues, or I try to behave in such a way that I am perceived first of all as a professional, and only then - as a woman. It is much harder for me to get out of the role of a female leader outside of work, where I try not to burden anyone with my status, but anything can happen. Walking in the evening or playing sports helps me here.”

As already noted, male subordinates are comfortable working in a hierarchically built pyramid. A woman in such a team should be able to defend her territory, defend her right to lead and express her own point of view. The best position in such a situation: "adult - adult", when the game is on an equal footing. At the same time, a woman can use her inherent qualities in negotiations and communication: natural femininity, a sense of style, tact, intuition. But everything has to be within limits. If a female leader with subordinates builds a “child-parent” system (constantly asks men for advice, shows feigned weakness), or “parent-child” (teaches, constantly says that she is the main one here, and all subordinate men are lower, less professional, smart, and so on), definitely nothing good will come of it.

It is believed that a female leader has a masculine mindset. This is nothing more than another stereotype. There is no such phenomenon in nature. For competent management, intelligence, vitality and professional experience, intuition, logic, leadership qualities, the ability to manage people, and all these qualities are inherent in both men and women. Any leader must learn to say "no" and make unpopular decisions: about reducing wages, laying off / reducing staff, etc.

Psychologists believe that subordinates expect a male leader to resolve issues, and then understand, and from a female leader, first understanding, and then a solution. That's why you have to be tolerant, but fair. If your subordinates are mostly male, use all the good things that nature has given you, but at the same time be firm in your position. When managing men, you should not use emotional methods, be calm in any situation. A female leader can be sociable, attentive, correct, but do not let this softness be used: subordinates must understand that you will ask them for results exactly on time.

3. "Hatched mother" or "Predator", solutions

Psychologists conducted a study during which two types of novice female leaders were identified, depending on their attitude to power - “hen” and “predator”. Of course, such a typology is very arbitrary: everything in life is more diverse. At the same time, the tasks facing the novice leaders of each of these types are different. So let's look at them in more detail.

"HAT"

Just as it is not common for a mother hen to strive for power in a chicken coop (there is a rooster for this), so a woman leader of this type does not need power for the sake of power. Power is not an end in itself for her. The news of the appointment is perceived by her with anxiety, and sometimes with tears. Senior management has to persuade a woman to take a position, to convince her that she, like no one else, is able to rally the team and do quality work. Such behavior of a mother hen does not contain even an ounce of hypocrisy, since women of this type prefer to develop diversified in the professional field, hone their skills, but only significantly ahead of their colleagues, they are ready to climb a step higher.

As a rule, mother-women are loved by colleagues: they are valued in the team, they are turned to for help and advice. As it is customary to say, they have well-established horizontal ties. This is partly due to the lack of power traits in the character, as well as delicacy and the ability to find a common language with everyone. A mother-bearer has to solve at least three important tasks.

Task number 1: help build subordination so as not to spoil relationships

How to solve it?

1. Warn the female leader that at first she will experience emotional isolation: most likely, colleagues will no longer discuss the latest news with her, invite her to tea, they will be more restrained in their assessments, etc.

2. Set tasks and exercise control not individually, but, if possible, at planning meetings.

3. It is desirable that an external leader be present when setting tasks and monitoring at first - this will allow friends to be more restrained.

Explain to subordinates why there is a need to perform certain tasks, what explains such requirements.

4. Use the “sharing of responsibility” technique: “What would you do in my place?”

Objective #2: Get rid of the desire to give your colleagues benefits and abandon trade union activities

How to solve it?

Task number 3: set tasks, demand their implementation and stop reflecting on the decisions made.

How to solve it?

1. Explain that instead of questions, you need to make clear requests and tasks, be sure to specify the deadlines for their implementation.

2. Introduce mandatory planning meetings with keeping minutes to simplify the procedure for setting goals.

4. Introduce instructions, procedures that make it easier for a novice manager to make decisions, distribute tasks, and set tasks.

"THE PREDATOR"

For a female predator, power is needed as recognition of her merits, status, qualifications, and best abilities. Appointment to a new position is perceived by her as a natural step, once again proving the correctness of her principles and actions. When you tell her about her new status, you will hardly feel fear or timidity, rather you will see a glint in your eyes. If it seems to you that a new position is all she aspires to, try to remove rose-colored glasses. This is just a step on the road to real success. That's why she's a predator.

A female predator in most cases is a careerist. This does not mean at all that she is not a professional in her field. On the contrary, she is well versed in specific problems or problems that interfere with higher management. Such a woman demonstrates success and knows how to correctly present it as a personal merit. True, her professionalism is specific: it is a means of achieving the cherished goal - recognition and success.

Challenge #1: Avoid becoming a striker and overcome the urge to "level" and "build".

How to solve it?

2. At the initial stages, be present at the setting of tasks and during the implementation of control. Monitor compliance with feedback procedures.

3. To appoint a man as a deputy - according to experts, this smoothes the situation.

A.O., assistant manager: “We had such a situation of stardom in our department. The presence of a deputy head of department - a man who, due to the specifics of the work of the department, often supervised the execution of instructions and communicated with employees, had a positive effect on the head of the department. head woman professional

4. Be sure to note the status of an employee.

6. Explain that the desire to “level up” everyone can end up with the “group thinking effect”, when, for the sake of the desire to maintain good relations in the team, avoid conflict, subordinates will support any decisions of the leader and will not express constructive criticism.

Task number 2: to refuse to take an inflated bar.

How to solve it?

4. Introduce a system for training successors.

The examples described above are rather extreme, in life we almost always have a mixed type of female leaders. With the development of managerial skills and the acquisition of leadership experience, these types are improved, getting rid of the negative aspects. And the release from "growing pains" is faster if the company has well-established business processes.

Conclusion

The study of the personality of an employee in an organization, in particular the role of a woman leader, analysis of the influence of a leader on the socio-psychological structure and development of the team is one of the most important factors in improving the efficiency of the team.

The leader must take care of the promotion of employees of any gender. And in some cases (depending on working conditions, nature of work, etc.) preference can be given to a woman as a leader, because she more deeply feels the relationships in the team, intuitively evaluates the behavior of other people, more sensitively reacts to the nuances of relationships between people and in relation to herself.

When a woman is promoted to the position of a leader, it is very important to recognize her equality, the equality of her opportunities and abilities in managing a team. In such cases, in order to preserve the parity of the most valuable qualities of male leaders and women leaders, it is recommended to appoint a man as a deputy or assistant.

When a woman chooses a leadership position, one should take into account the psychological characteristics of women to take care of the house. The focus on two fronts makes the managerial profession more difficult for a woman. It is much more difficult for a female leader than for an ordinary housewife because of the unsettled life. In the development of a woman leader, much depends on how the husband and the immediate family environment treats and understands this profession.

There are many cases when the business career of women ended due to family conflicts. But many women, with a difficult family fate, did not change their profession. The first factor that creates the conditions for efficient operation women leaders - a strong and reliable family, support from relatives.

An obstacle to women's leadership is the denial, among men, of the need to promote women to leadership positions. Some believe that a woman can be a leader, but within a limited space, in traditional women's positions, under the supervision of a man, etc. In this regard, in practice, a hierarchy of women's leadership positions has developed.

Until now, in the Russian economy, a male leader means being a continuation of centuries-old traditions and an established psychology, and a female leader is a kind of challenge. The promotion of women to leadership positions does not have a sustainable organizational character. Men and women should have equal opportunities in building a system for training and promotion of personnel.

Being a leader in Russia is a double responsibility. Unfortunately, the culture of relations between a boss and a subordinate here, to put it mildly, differs from the Western model. Every woman wants to choose what she likes. And the question of whether or not to be a leader, each must decide for herself.

If a woman leader can combine the qualities of a real leader (strong character, professionalism, initiative, ability to take risks) with traditionally feminine values, such as sensitivity, humanity, flexibility, cunning, practicality, etc., then she can become an ideal leader.

Science does not sufficiently study the problem of studying the factors that create conditions for the promotion of a woman to the post of leader. As a rule, only the production side is taken into account, and, unfortunately, little sociological research devoted to the influence of the family on production.

Another obstacle to the nomination of a woman to the post of leader is the strong belief of men that a woman should be engaged in more home and children. Another point of view is not entirely correct, that a woman can be a leader only in traditionally female positions under the supervision of a man.

The question of whether or not to be a leader should be decided by everyone himself, but at the same time, men and women should have equal opportunities through the construction of a system for training the promotion of personnel.

List of used literature

Personnel management: textbook. allowance / ed. G.I. Mikhailina.-2nd ed., add. and reworked. - M.: ITK "Dashkov and K", 2007;

Zavgorodny N. The reverse side of a rapid career / N. Zavgorodny//Handbook of personnel management.-2006;

Ivanova S. Office Manager/S. Ivanova//Handbook of personnel management.-2006;

Samoukina N. Pitfalls in the work of the personnel service / N. Samoukina//Handbook of personnel management.-2006;

Sukale M. How not to be arrogant, becoming a leader / M. Sukale; per. with him. M. Podvigina//Handbook of personnel management.-2007;

Galenko V.P. How to effectively manage an organization?/V.P. Galenko, O.A. Strakhova, S.I. Faybushevich.-M.: Berator-Press, 2003;

Kafidov V.V. Personnel management: Proc. allowance for universities / V.V. Kafidov.-M.: Academic Project, 2003;

Shipunov V.G. Basics management activities: social psychology, management: textbook / V.G. Shipunov, E.N. Kishkel.-2nd ed., revised. and additional - M .: Higher School, 2004.

Hosted on Allbest.ru

Abstract on the topic of graduation work:
"Woman-leader, features of the management process"

INTRODUCTION

Gender difference is a concept often described in psychology as the difference between men and women. The term "gender" identifies the psychological sex of a person and the corresponding ideals, values and behavior model inherent in him, with which he relates himself.
A lot of literature is devoted to the analysis of gender differences between men and women in leadership positions. As a rule, these works describe the fight against the stereotypes that women around the world face every day, putting a career in the hierarchy of life priorities in the first place.
Arguing the “against” position, the researchers give examples of how women who have taken a leadership position often give the family a second priority. Adopting a masculine style of personnel management, women become harsh, tough and demanding. Loses attractiveness and unique, inherent in women, softness.
Such a negative effect is explained by the fact that a woman, faced with strong resistance from the entrusted team, especially in the face of men, sets the protective mechanism into action.
An important indicator is the differentiation of salaries, which shows hidden discrimination against women in terms of their remuneration.

CONNECTION OF WORK WITH SCIENTIFIC PROGRAMS, PLANS, TOPICS

The qualification work of the master was carried out during 2010-2011. in accordance with the scientific directions of the department "Personnel Management and Labor Economics" of the Donetsk National Technical University.
The purpose of this study consists in the analysis of positive and negative aspects participation of women in business. Task- Describe a female leader. Comparisons were made between women and men involved in business.
Scientific novelty of the work consists in writing methodological recommendations for women leaders in order to improve the effectiveness of personnel management, based on the psychophysiological characteristics of a woman as a leader.
An object research - a woman holding a managerial position, psychophysiological features that distinguish her from a male leader.
Item- features of the process of managing a team by a woman.
The practical significance of the results obtained lies in the fact that at present, the study of the phenomenon of a female leader is extremely necessary. Improving managerial skills will help women in leadership positions to successfully cope with the functional and use character traits that are different from male leaders for the benefit of the company.

Section 1

The relevance of the problem of "women's leadership" in modern conditions
The development of market relations in Ukraine not only radically influenced the processes of the economy, but also contributed to the mitigation of conservative attitudes regarding many spheres of life. Despite this, ideas about women's business activity and entrepreneurship still remain within the framework of a patriarchal culture that still retains great influence, both in Ukraine and around the world. In our society, as before, the management of people is considered the prerogative of men. The process of self-realization and adaptation of women, in connection with the existing opinion, is significantly hampered and entails a crisis of socio-economic relations.
In our society, a number of objective conditions are emerging that contribute to the diversity of women's roles, namely, the development of women's management and the formation of the institution of managerial leadership. Increasingly, society is guided by the principles of democratic governance, giving priority to information technology. The service sector is developing, and with it the model of business relations, which corresponds to the peculiarities of doing business by a woman. In recent years, management has acquired an innovative character, focusing on a person and on sociotechnical factors, which explains the popularity of a unique female leadership style. The research results leave no doubt that this management model is absolutely adapted to the modern business environment and, moreover, is competitive in relation to the male leadership style.
Currently, there is a tendency for women to actively gain leadership positions in business, and even politics. The number of women leaders is steadily growing among managers, top managers and directors of small, medium and large enterprises. However, the problem of gender inequality and discrimination of women leaders exists and requires in-depth study.

Section 2

Psychological characteristics of a female leader that distinguish her from a male leader
Comparing the features of female and male management styles, we can say that a woman leader often manages more successfully than a man. Often, the result of the managerial activity of a woman is, created at the enterprise, stable working conditions for subordinates, adapted to the norms accepted in society.
Women have a leadership style focused on reward strategies, while men prefer coercive methods and an expert style. However, as practice shows, the most successful is the combined leadership style. Successful managers combine best qualities from different management styles, and the use of such a combined style leads to the formation effective strategy management.
Differences between men and women in leadership positions are observed at the first stages of their assessment of their role in the management process. Thus, women consider their main task to be the transformation of the personal goals of their subordinates into the goals of the enterprise. In the process of achieving the goal, they are guided by their increased intuition, the ability to easily establish personal contact, as well as endurance and the ability to work hard. A woman, unlike a man, among other things, has to prove her right to leadership every day, which significantly strengthens her position over time. Whereas a man perceives his activity as a series of mutually beneficial deals with partners (subordinates). Remuneration - as a reward for the work done. More often than a woman, a man relies on his own authority. While women leaders willingly share their own power and any information, believing that such an approach will certainly create an atmosphere of trust in the team. Women, as a rule, refuse the privileges that the position and authority gives them. Downplaying their own importance, they tend to emphasize the significant contribution of the entrusted team. The female leader considers moral support and any kind of encouragement to be the main method of management.
Consider the main distinguishing characteristics of men and women in leadership positions. (Table 1).

Table 1. Gender differences in managerial activities.

Characteristics
Way to overcome obstacles	Intelligence, strength	Cunning, dexterity
Problem Oriented	promising
Orientation	Per task	For interpersonal relationships
The need for emotional stimuli	Reduced	Increased
Solution basis	Reason
Character	Closed	Open
Relation to the outside world	realistic	idealized
Behavior	discreet	emotional
Type of thinking	Verbal-logical	Visual and effective
Object of attention
Observation and accuracy	lowered	elevated
Orientation
Attitude towards others	Straightness	Flexibility
Action of verbal encouragement	Relaxing	Exciting
Reaction to criticism	Aggressive	Calm

The result of the study is a methodology that allows a woman leader to successfully manage employees. First of all, it is necessary to build a flexible model of relations with subordinates.
So:

At the time of taking office, it is not recommended to set too rigid frameworks and rules for subordinates - it takes at least a month to adapt employees to a new form of control;
Applying in practice an authoritarian management model, it is desirable to alternate a friendly demeanor with an official one;
Do not take the desire of subordinates to achieve results as a given, but generously praise and encourage initiative, new ideas and hard work;
Not to be avoided in any way conflict situations, all the way to the end to understand the controversial situation. Do not use, at the same time, authority and authority as an argument;
Periodically approve subordinates, thus stimulating activity. Step by step evaluate the work of employees, supporting feedback;
Do not complain to management about subordinates;
Recognize and not be afraid that subordinates also strive to make a career;
Do not "push" the latter, always give subordinates the opportunity to show themselves and their abilities;

Arguments in favor of a female leader
Not everyone, however, opposes a woman in her desire to be a director. A number of arguments in public consciousness and business practice works as arguments for a female director. And if negative arguments are mostly expressed behind the scenes, then positive assessments can be heard openly from both male leaders and subordinate female directors. Both of them are happy to voice them, paying special attention to the three key strengths (in their opinion) of the female character and women's work.

Figure 1 - The formula for the success of a female leader (Animation: volume - 107 KB; size - 300x400; number of frames - 11; delay between frames - 50 ms; delay between the last and first frames - 750 ms; number of repetition cycles - 8)

Firstly, this is the ability to find compromises, negotiate, smooth out sharp corners and achieve informed decisions. This requires professionalism, the ability to communicate with people, and women are traditionally strong in this.
Secondly, this is a comprehensive, "master's" approach to the entrusted object of management, that is, the ability to support and develop various aspects of the business in a balanced way, without launching any areas and avoiding rush jobs. At the same time, the resistance of women to routine, repetitive operations makes them effective in leadership positions in established businesses.
Thirdly, women leaders are able to combine a rational approach and an emotional component. It would be really boring without female directors!
And one more, fourth very important factor: women, for the most part, endure ups and downs more easily. In critical situations, they often turn out to be more stress-resistant, reflect less about the fact that something did not work out (through their fault or due to circumstances) and are more focused on finding new opportunities. In addition, for all their emotionality, women are also quite rational and responsible.

conclusions

Of course, not every representative of the fair sex can become a female leader. This requires strength, a certain temperament, determination, and many other qualities that are necessary to win in the cruel world of business. Some people get these qualities from nature, some have to educate them in themselves, and some do not need them at all, because the goal of such women is family, home, relatives and friends. Every woman has a choice.
Own business is good because everything depends only on the woman herself, but it is also constant tension and fear, responsibility and duty.
Nevertheless, a sense of independence pays for all costs - both material and moral.
It is important for a woman to feel her importance in this world, and this is much more important than the money that she will receive for her daily work in the world of men.

LIST OF LINKS

1. Hennig M., Jardin A. Lady Boss. -M.: Delo, 2001.
2. Vitkin J. The truth about women (14 myths composed by men). - St. Petersburg: Peter Press, 1996.
3. Chidori S.M. Psychology of management: from the individual to the team. - Petrozavodsk, "Folium", 1996
4. Belyadsky N.P. intelligent management technology: Tutorial/ N.P. Belyatsky.-Minsk: New knowledge.-2001-320s.
5. Korobeinikov A. Life and career / / Probl. theory and practice exercise.-2001 .- No. 6.-S.77-81
6. Ushakov A. Fate must be chosen, not tested / / Personnel management. -2000 .- No. 5.-S.49-52
7. Schwalbe B, Schwalbe H. Personality, career, success: Per. with him. -M.: A / O Publishing group "Progress", 1993. S.201-208
8. Ivantsevich D. M., Lobanov A.A. Human resources management.-M.: Delo, 1993, ch. 10
9. Olga Borovik magazine "What a Woman Wants" 2010 - No. 11-C. 16
10. Natalya Moskolonova "Business and Woman" magazine "Cosmopolitan", 2009 - No. 5 - P.57
11. http://www.hrliga.com/index.php?module=professionop=view.
Journal "HR Manager" in electronic form.

Note:
When writing this essay qualifying work master's degree is not yet completed. Final Completion Date: December 1, 2011 Full text works and materials on the topic of the work can be obtained from the author or supervisor after the specified date

It just so happened that all manifestations of female nature need to be explained. For several years, I have analyzed information from open sources and occasionally conducted interviews with top managers from different areas business. Here is a list of questions that interested me personally. Most of them were given to both men and women.

1. What does the word "career" mean to you: self-realization, a prestigious position, an opportunity to earn a lot of money, something else?

2. Do you plan your career?

3. By what criteria would they evaluate whether a career has taken place or not?

4. What are you strongest in: planning, organizational and financial matters, negotiating, developing new ideas, something else?

5. Based on experience, can you point out the differences in the professional behavior of a female boss and a male boss?

6. What does risk mean to you?

7. Should a woman in her professional activities push her feminine principle into the shadows for better concentration on the performance of official functions and tasks?

8. Do you separate personal and professional issues? Which of them outweigh when making decisions?

9. What sport do you like the most (as a participant or an observer)?

10. Can a woman combine business success with family well-being?

The main conclusion that I came to, analyzing the answers, is as follows: in professional field There are more similarities between men and women than there are differences. But there are fundamental differences in the style of male and female leadership. They will be discussed.

What is the difference between male and female leadership styles?

The world has changed, in many industries rigid hierarchical management is less effective than management built on influence, persuasion and motivation.

Unlike male leaders who try to build any structure in the form of a vertical power pyramid, women prefer more subtle management tools built on attention to the individual. In other words, in terms of sociology, women govern with instruments of influence based on horizontal connections (persuasion and motivation), while men govern with instruments of power (coercion and hierarchy). That is why the boys constantly compete, and the girls agree, try to solve the problem, motivating the performers on a personal level.

The weakness of the female type of management is a natural continuation of the strong side.

Influence based governance can lead to some anarchy. Women leaders often fail to effectively build relationships with male subordinates.

Let me explain. Many men, accustomed to the hierarchical relationship of power "boss - subordinate", consider the attempt of a female leader to manage in a system of partnership interaction a sign of weakness. As for the management of women who are accustomed to the masculine style of leadership, the appearance of a woman leader often entails a flourishing of intrigue and intrigue.

In my opinion, a woman is not capable of high-quality management in a hierarchical system; she will do it worse than a male leader. But business conditions these days are changing more and more often, companies are forced to make organizational structures more and more adaptive and they have to manage employees with the help of not power, but motivational tools, so the demand for women leaders will grow.

Some Western psychologists claim that the era of matriarchy in business is coming.

About matriarchy, especially in business, is “nonsense of siv cable”, as my ex used to say scientific adviser. There will always be women who are successful in business. But there are always more successful men, especially in leadership positions. This is due to the genetics of the sexes, from which, no matter what we come up with, we will not get away. Women are focused on stability, and the nature of business requires a propensity to take risks, to innovate, in which men are much stronger. There are professions that require the ability not so much to take risks as to build a system, maintain its stability, and anticipate future changes in advance. In these clearings, as more effective managers, it is quite possible that women will prevail.

There is an opinion that it is difficult for women to manage male subordinates

It is easier for a man to manage men, as they easily line up in a hierarchical power pyramid. The stereotype of “male culture”, characteristic of Russia, is triggered. Our boys have been brought up for a long time in the belief that women are not capable of leadership work.

Many women also believed in this, and they will not elect a woman for president for a long time. It is indeed more difficult for a woman leader to combine work and home. Men who have a family are more free from household chores and children than a woman - even if there are housekeepers in the house.

If a woman takes a leadership position, she has to compete according to male rules, which are much more in management: to defend her territory, to defend the right to her point of view and the right to influence the development of the company. Male chauvinism is a phenomenon that is strongly associated with personality traits and deep inner complexes of a particular person.

There are men for whom, in principle, even the very idea of partnership with a woman is impossible. A normal partnership develops when interaction takes place at the adult-adult level*. Problems arise if a female leader begins to behave with subordinates either from the position of "child - parent", or, even worse, "parent - child".

Care and petty guardianship are two different things. To show human qualities in relation to subordinates, to respect the personality, not to stomp on pride - this is not the same as turning into a mother and endlessly annoying colleagues with moralizing.

If a woman herself is not the owner of a business, she can only gain authority among fellow managers if they are men who are able to perceive partnerships, can and are ready to work with any partner, regardless of gender, in the “adult-adult” system. If a colleague-manager is a tyrant in life or the “lowered role” of a woman is embedded in the religion that he professes and which he absorbed with his mother’s milk, then voluntarily, without coercion from top management, he will never come to terms with the fact that a woman can occupy equal position with him. In this case, conflicts are inevitable.

It is believed that in order to effectively lead a woman, two qualities are needed - a masculine mindset and bitchiness.

Regarding the male mindset in women, this is another myth. There are no women with a masculine mindset. What is called the male mindset - logic, rigidity, straightforwardness - is inherent in both sexes. It's just that men calmly perceive these qualities in their own kind, and women who use them in management are called bitches.

In fact, the quality of management depends on intelligence, intuition, logic, the ability to work with people, and these qualities are characteristic of both men and women.

When a female leader shows the rigidity and exactingness necessary to complete any work on time, on an emotional level by subordinates this can be perceived as a manifestation of “unfeminine qualities”, since softness is historically expected from a woman (including a woman leader). and compliance. Men are often forgiven for shouting and yelling, women leaders of this type of behavior are never forgiven.

Point of view

“There is an opinion that it is difficult for women to manage male subordinates ...”

Responsible Anisiya Solovatova, CEO of D-Facto IT: “I do not agree that it is difficult for a woman to manage male subordinates. A woman leader does not need additional self-assertion, and therefore, managing a company, she can afford to be guided solely by the professionalism of her subordinates. Having fulfilled her primary, in my opinion, task in the field of work with personnel - determining the professional suitability of employees for their positions, a woman leader can just protect herself from the stereotype of the notorious complexity of working with male subordinates.

“If you don’t like an employee who still manages to fully cope with his official duties, will you leave him, fire him, do something else?

Responsible Roxana Yanborisova, marketing director of OCS: “In my opinion, this issue is not related to women's or men's management. It is related to how attentive the company is to the integrity of its corporate culture and how much the company cares about the compliance of employees with the standards adopted in it. I want to clarify what is at stake, what exactly is “unpleasant”? If we are talking about behavior that does not correspond to what is accepted in the company, contradicts the corporate culture, then the company will have to part with the employee. Alas, this happens. Very rarely, but it happens that a candidate goes through all the multi-stage interviews, starts working, and only after some time things that are unacceptable to us “crawl out” to the surface. In 2006, the company had to part ways with two very professional staff, who did their job perfectly, due to the fact that both systematically violated the norms of correctness and ethics adopted in the company: insulted colleagues, offended subordinates. If it's about "trouble" appearance(and the concept of corporate culture, of course, also includes the norms of corporate style), then it is quite enough to explain to the employee what is accepted and what is not. I don't remember a single problem on this ground."

“It is believed that a woman, in order to effectively lead, needs two qualities - a masculine mindset and bitchiness ...”

Responsible Natalia Kasperskaya, CEO of Kaspersky Lab: “For a leader, you need the ability to generalize, good logical skills, intuition and the ability to take risks. These qualities are usually considered "masculine", so to some extent they can be described as a "masculine mindset". As for bitchiness, managing a team of people requires a certain level of aggressiveness: a manager has to fire people, punish them, make unpopular decisions (such as cutting the budget or reducing bonuses). It doesn't matter if it's a woman or a man. For this reason, it is difficult to imagine a completely meek person in the role of a leader.

It can be said that a female leader is, on average, a more masculine creature than a housewife or a woman who has not made a career. The latter does not mean that it is worse. It's just that the female leader is less fortunate. I still believe that a woman should strive to create a strong family and have children, and not to build a career. The combination of these two things is, as a rule, difficult to implement.

What is the difference between male and female leadership styles?

Responsible Galina Kipervarg, deputy CEO from R-Style Softlab: “In order for a person to become a good leader, he, regardless of gender, must have special qualities. Strong character, personal responsibility for the result, business sense, high work capacity, activity, the ability to inspire and lead the team - all that is called the makings of a leader. In the modern world, these properties are inherent in both men and women, although they do not fit into the traditional stereotype of a woman-hostess, the keeper of the hearth.

However, there are differences between male and female leadership styles. In managing a team, a woman leader rarely resorts to authoritarian methods, instead of direct coercion, she uses methods of persuasion, seeks to motivate, rather than force, personnel to perform their tasks. During negotiations, a woman is less likely to go into conflict, look for compromise options, tries not to resort to unreasonable decisions that run counter to the opinions of others; in business adheres to balanced, considered decisions with justified risk. It is easier for women to build and debug routine business processes, they pay more attention to trifles, and even after several years of working in one place, they do not get tired of improving their favorite business.

At the same time, one should not think that a woman leader is prone to excessive guardianship of her subordinates, unable to defend her interests or make tough decisions. Historically, business has been a masculine field, where competition has to be done according to masculine rules. Therefore, only those women succeed here who have turned their characteristics into advantages and developed the qualities of a good leader. There are not so many of them, and each one is in plain sight. But if the manager is talented and his business demonstrates good results, then I would not focus on what gender he is.

Woman head challenges and achievements. Woman leader: "pros" and "cons"

Send your good work in the knowledge base is simple. Use the form below

Similar Documents

Abstract on the topic of graduation work:
"Woman-leader, features of the management process"

What is the difference between male and female leadership styles?

Some Western psychologists claim that the era of matriarchy in business is coming.

There is an opinion that it is difficult for women to manage male subordinates

It is believed that in order to effectively lead a woman, two qualities are needed - a masculine mindset and bitchiness.

Point of view

Popular

Woman head challenges and achievements. Woman leader: "pros" and "cons"

Send your good work in the knowledge base is simple. Use the form below

Similar Documents

Abstract on the topic of graduation work: "Woman-leader, features of the management process"

What is the difference between male and female leadership styles?

Some Western psychologists claim that the era of matriarchy in business is coming.

There is an opinion that it is difficult for women to manage male subordinates

It is believed that in order to effectively lead a woman, two qualities are needed - a masculine mindset and bitchiness.

Point of view

Popular

Abstract on the topic of graduation work:
"Woman-leader, features of the management process"