Activity 1-External and Internal Barriers

In Case study 15.1, we are introduced to Lisa Weber (Northouse, 2018, p 417). Lisa has the following distinctions and attributes: high qualifications, quality work ethic, brings in notable profit, is a team player and is well-regarded by colleagues, supervisors and clients. (Northouse, 2018, p 417). On paper, there seem to be no barriers to Lisa’s growth in leadership and/or professionally (Northouse, 2018, pp. 417-418). However, because she is a woman there are two identifiable barriers, that are indicated in this case study.

In regards barriers, author Sheryl Sandberg speaks of them in her book Lean In: Women, Work and the Will to Lead (Sandberg, 2013, Kindle edition, introduction, paragraph 17). Sandberg (2013) states:

In addition to external barriers erected by society, women are hindered by barriers that exist within ourselves. We hold ourselves back in ways both big and small, by lacking self confidence, by not raising our hands, and by pulling back when we should be leaning in. We internalize the negative messages we get throughout our lives–the messages that say it’s wrong to be outspoken, aggressive, more powerful than men (Kindle edition, introduction, paragraph 17).

The external and internal barriers observed in this case study are:

• External barriers-Her boss (CEO, Michael Breyer) and her firm’s work culture has stereotypical views of women. Related to this is Michael’s fear of others’ opinion if he goes against the perceived societal and firm “norm” (Northouse, 2018, pp. 417-418).
• Internal barriers-Lisa’s internal struggle of “trying to fit in” and conforming to what she thinks she should be like as a women. She also does not speak up and assert herself when she is due credit (Northouse, 2018, pp. 417-418).

External Barriers

In regards to the external barrier of her boss and the companies’ stereotypical bias, this is evident by her boss, Michael Breyer’s belittling comments of her in front of her peers and partners (Northouse, 2018, p 417). It is also clear in the way that peers and partners, who know her competence and seek her advice, do not stick up for her and publicly praise her. (Northouse, 2018, p 417). Privately, they admire her, as they visit her for advice, but publicly they feel “weird” about it, due to societal bias of women being seen as less valuable in their context. Lastly, this external barrier is clear in the way her less competent male peers are being promoted to partner; but when she mentions it to Michael, he undermines her abilities by suggesting she cannot handle it and that clients and others would not accept it, due to never having had a female partner in the firm (Northouse, 2018, p 417).

This story illustrates a point from Kanter (1977), “not only are the decision makers influenced by the stereotypes that disadvantage women in the leadership role, but also they may succumb to homosocial reproduction, a tendency for a group to reproduce itself in its own image.”

Clearly in this company and in this business, there is Kanter’s (1977), “homosocial reproduction” as for 103 years they have never had a female partner and the decision maker, the CEO, Michael only promotes male leaders propitiating their biased norm (Northouse, 2018, p 417-418). Michael has no intention of changing this “norm” and no perceived understanding for the injustice of his attitude/behaviour and how this marginalizes Lisa (Northouse, 2018, p 417-418).

 Internal Barriers

Sandberg (2013) points out a phenomenon that has been widely researched since the 1970’s called “imposter syndrome” which originated from the work of Pauline Rose Clance and Suzanne Ament Imes in 1978 (Kindle edition, Chapter 2, paragraph 7). This phenomenon is also a struggle for men , however as Sandberg (2013) summarizes,

For women feeling like a fraud is a symptom of a greater problem. We consistently underestimate ourselves. Multiple studies in multiple industries show that women often judge their own performance as worse than it actually is, while men judge their own performance as better than it actually is (Kindle edition, Chapter 2, paragraph 8).

From case study 15.1, there is evidence of Lisa struggling with internal barriers. Being the only woman in the firm, has caused her to prefer to “be considered a team player and one of the boys” (Northouse, 2018, p 417). This behaviour exhibits Sandberg (2013) statement, “Young women internalize societal cues about what defines “appropriate behaviour and, in turn, silence themselves.” (Kindle edition, Chapter 1, paragraph 30) Additionally, Lisa does not openly protest the CEO, Michael tearing her down and she does not take due credit on behalf of all her private meetings where she assists peers and partners. Lisa’s behaviour exhibits what Northouse (2018) states, “Women are no less effective at leading than men, and women are no less committed to their jobs or motivated for leadership roles than men. However, women are less likely to self-promote and negotiate than men” (p. 409).

When Lisa does self-promote, by persistently making her case for partnership to Michael, this proves unfruitful; instead of pushing the matter further by filing a rightful lawsuit, she decides to leave and start her own firm (Northouse, 2018, p. 418).

This case study reveals what Margaret Atwood once stated, “We still think of a powerful man as a born leader and a powerful woman as an anomaly” (As quoted in Northouse, 2018, p. 404). Lisa, was an “anomaly”, an exception to the rule, but even with her shining example of female leadership, her presence still failed to change the overwhelming prejudice and bias towards women present in society, her firm and her CEO, Michael and her fellow colleagues.

Question:  Why do you think is it so hard for women in the workplace to be seen and/or accepted as powerful?

Header photo: pexels.com by Ibrahim Boran shared under Pexels (BY) license.

References

Clance, P.R. and Imes S.A. “The Imposter Phenomenon in High Achieving Women: Dynamics and Therapeutic Intervention.” Psychotherapy: Theory, Research and Practice 15,  no. 3 (1978): 241-47.

Kanter, R. (1977). Men and women of the corporation. New York, NY: Basic Books.

Northouse, P.G. (2018). Leadership: theory and practice (8th ed.). Thousand Oaks: Sage Publications.

Sandberg, S. (2013). Lean in: Women, work, and the will to lead. [Kindle version]. Retrieved from Amazon.ca.