The  challenge of Lisa Weber is a challenge  many women face in leadership. So why women are underrepresented in elite leadership roles? And are men more effective leaders than women?

We have lived in a patriarchal society for so long that has naturally pushed leadership and chauvinism towards men. It has been systemically embedded that we have become acculturated to a predisposition of men being at a much higher vantage point in assuming leadership than women no matter the level of competence, performance or experience that women bring to the table. As  was stated by (Day & Stogdill, 1972; Deaux, 1976; Dimarco & Witsitt, 1975; Kaley. 1971 as cited in the unit 8 notes) that women were inferior to men and lacked skills and traits necessary for managerial success. Now this research may have been premised on certain realities in the 70’s like fewer women being in the labor market than men but society has changed drastically.

Lisa’s level of competence and performance is not in question, in fact it is exemplary. She is one of the best that the firm has. But her being passed up for partner is a case of inherent bias towards men and one of unfair rigid leadership lenses society has constantly put on women’s inability to lead as ‘well’ as men.

So to answer the question, How can leaders level the playing field so that both women and men can have equal opportunities to make meaningful contributions in leadership?

Simple, we need to recognize that society is changing fast and the proof is in the pudding that the globalized world can no longer disenfranchise women from leadership because it has been proven as in the case of Lisa Weber, that  women are smart, competent and perform as much and in many case better than men. Also women inherently possess a leadership style that is the demand for many followers.  Women use a more participatory or democratic style than men (Eagly & Johnson (1990) as cited in the unit 8 notes.

Having recognized that women are equally capable of leading, leaders need to take action by allowing women to lead and promoting them based on merit and not their gender. We need to make a bold statement by taking action. The inaction of Michael, Lisa’s CEO even after she made concrete proof ridden cases that she was qualified to be made partner. His response being one that is patronizing, led a great resource in Lisa to leave the firm and create competition for them. I’m happy for Lisa that she discontinued this culture by leaving. I’m sure the firm she left learnt a lesson from this.

In conclusion, I strongly believe the narrative has to change. Leaders have to consider other up for leadership based on merit other than gender. When this begins to happen, we will have a more just organizational and societal space.

Reference.

LDRS 500 Unit 8 Notes.

Northouse, P. G. (2016). Leadership: Theory and Practice. Thousand Oaks, CA: Sage Publications.