{"id":469,"date":"2018-06-23T21:28:17","date_gmt":"2018-06-23T21:28:17","guid":{"rendered":"https:\/\/create.twu.ca\/twuwafasiyam\/?p=469"},"modified":"2018-07-13T19:59:45","modified_gmt":"2018-07-13T19:59:45","slug":"ldrs-500-unit-8-la-1-the-glass-ceiling","status":"publish","type":"post","link":"https:\/\/create.twu.ca\/twuwafasiyam\/ldrs-500-unit-8-la-1-the-glass-ceiling\/","title":{"rendered":"LDRS 500-Unit 8- LA 1-The Glass ceiling"},"content":{"rendered":"<h2><strong>Unit 8-LA 1<\/strong><\/h2>\n<blockquote class=\"wp-embedded-content\" data-secret=\"StumEQNJ2I\"><p><a href=\"https:\/\/create.twu.ca\/ldrs500\/unit-8\/unit-8-learning-activities\/\">Unit 8 Learning Activities<\/a><\/p><\/blockquote>\n<p><iframe loading=\"lazy\" class=\"wp-embedded-content\" sandbox=\"allow-scripts\" security=\"restricted\" style=\"position: absolute; visibility: hidden;\" title=\"&#8220;Unit 8 Learning Activities&#8221; &#8212; Leadership 500\" src=\"https:\/\/create.twu.ca\/ldrs500\/unit-8\/unit-8-learning-activities\/embed\/#?secret=gwcLOyBBk4#?secret=StumEQNJ2I\" data-secret=\"StumEQNJ2I\" width=\"525\" height=\"296\" frameborder=\"0\" marginwidth=\"0\" marginheight=\"0\" scrolling=\"no\"><\/iframe><\/p>\n<p><em>&#8220;The primary research questions now are \u201cDo men and women lead differently?\u201d and \u201cAre men more effective leaders than women? Why are women underrepresented in elite leadership roles&#8221; (Northouse, 2013, p. 350).? How can leaders level the playing field so that both women and men can have equal opportunities to make meaningful contributions to leadership?<\/em><\/p>\n<p><em><strong>\u00a0The Glass ceiling<\/strong><\/em><\/p>\n<p>&#8220;The invisible barrier preventing women from ascending into elite leadership positions initially dubbed the glass ceiling, a term introduced into the American vernacular by two Wall Street Journal reporters in 1986&#8243; (Hymowitz &amp; Schellhardt, 1986; as cited in Northouse, 2013, p.353). Limitations with the glass ceiling metaphor identified by Eagly and Carli (2007),&#8221; including that it implies that everyone has equal access to lower positions until all women hit this single, invisible, and impassable barrier&#8221; (as cited in Northouse, 2013, p.353). In other words, they put forward an alternative image of leadership, and they call it leadership labyrinth. They are conveying the impression of a journey riddled with challenges all along the way, not just near the top, that can have been successfully navigated by women. Which means women face challenges at multiple levels, not only the top.<\/p>\n<p>The \u201c<em>glass ceiling<\/em>\u201d case study 15.1(Northouse, 2013), its an example of leadership labyrinth. Northouse explained, &#8220;the labyrinth whereby women\u2019s underrepresentation in a high-level leadership position generally revolve around three types of reasons&#8221; (Northouse, 2013, p.355) are: Human capital differences, gender differences; and prejudice.<\/p>\n<p>In Lisa\u2019s case, her educational achievement and her relationship with her clients and colleagues are seeming accepted, and there is no work-home conflict; however, she appears that she has a good leadership style that can help colleagues and always available to advise peers. However, her self-promotion (self-selecting) style is not enough to change the CEO misconception about her competence and being a partner of the group. Lisa engage and serve the group as a facilitator; however, the CEO wants to have a group leader when it counts for leadership style. Therefore,<em> gender differences<\/em> identified the gap, and as a woman, she likes to be a team player at the executive level. Additionally, &#8220;women exceeded men in the use of democratic or participatory style, and they are more likely to use transformational leadership behaviors and contingent reward, a style that is associated with contemporary notions of <em>effective leadership<\/em>&#8221; (Northouse, 2013, p.352).<\/p>\n<p>The style differences between man and women as explained by Eagly and Johnson (1990); and van Engen and Willemsen, 2004) that \u201cwomen led in more <em>democratic<\/em>, or <em>participative manner<\/em> than men\u201d(as cited in Northouse, 2013, p.350), which explained the reason for choosing this style which produces the most favorable evaluation. Another prominent explanation of the leadership gap that encountered in Lisa\u2019s case is <em>prejudice<\/em>. The gender-biased stereotype that dominates Lisa\u2019s workplace as her boss acknowledge that her male colleagues know better makes her feel devalued and; therefore, she quit the firm to move to her own investment.<\/p>\n<p>In focus on the <em>leadership effectiveness<\/em>, Northouse (2013), noted that changing organizational assumption such as gendered-based assumption, the notion of uninterrupted full-time career, and valuing the fixable workers and diversity on their top echelon. &#8220;Women who are aware of the labyrinth may circumvent barriers by starting their own venture&#8221; (Wirth, 2001; as cited in Northouse, 2013) [which is what Lisa did]. However, providing career development for women through formal \u201cnetworking programs\u201d and \u201cassigning women to high visibility positions\u201d (Northouse, 2013, p.360)\u201d; will bring the situation to the balancing point. Regarding, developing supportive and effective \u201cmentoring relationships for women\u201d considered a key strategy that will enhance leadership role taking and reduce the gaps&#8221; (Northouse, 2013, p.360).<\/p>\n<p>A vivid example of gender-based prejudice noted in Goldin and Rouse ( 2000; as cited in Northouse 2013, p.358), &#8220;that male -dominating symphony orchestras made a straightforward change when they asked the applicants to audition while hidden behind the screen&#8221;. This small change increases the women chances in symphony orchestras. Considering this example in a leadership role, and Lisa\u2019 case, an organization should ensure that their employee aware of their unconscious biases and how these may affect their decision-making.<\/p>\n<p>Auditing for bias across the organization, it might be a step that human resources should consider to reform and correct the bias which might include writing job description and screening resume, selecting and interviewing candidate, train high-level managers and hold them accountable (Udemy for business, 2017).<\/p>\n<p>A leadership gap may relate to either; lack of mastery of required competencies or lack of necessary skills. Regarding Lisa\u2019s case; she has the transformational leadership style, and she may need the knowledge of the required competencies, which can be garnered by training her in that organization and hold her accountable in partnership.<\/p>\n<p><strong>Reference<\/strong><\/p>\n<p>Northouse, P. G. (2013). Leadership: Theory and practice, Seventh Edition. Thousand Oaks, CA: Sage Publications. ISBN 971452203409<\/p>\n<p>Udemy for business (2017, November). Breaking the Glass Ceiling: 5 Tips to Fix Gender Bias at Your Organization [Web log post]. Retrieved from: https:\/\/business.udemy.com\/blog\/5-tips-fix-gender-bias-your-organization\/<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Unit 8-LA 1 Unit 8 Learning Activities &#8220;The primary research questions now are \u201cDo men and women lead differently?\u201d and \u201cAre men more effective leaders than women? Why are women underrepresented in elite leadership roles&#8221; (Northouse, 2013, p. 350).? How can leaders level the playing field so that both women and men can have equal &hellip; <\/p>\n<p class=\"link-more\"><a href=\"https:\/\/create.twu.ca\/twuwafasiyam\/ldrs-500-unit-8-la-1-the-glass-ceiling\/\" class=\"more-link\">Continue reading<span class=\"screen-reader-text\"> &#8220;LDRS 500-Unit 8- LA 1-The Glass ceiling&#8221;<\/span><\/a><\/p>\n","protected":false},"author":226,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[55,88],"tags":[],"class_list":["post-469","post","type-post","status-publish","format-standard","hentry","category-ldrs-500","category-unit-8-la-1"],"_links":{"self":[{"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/posts\/469","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/users\/226"}],"replies":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/comments?post=469"}],"version-history":[{"count":7,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/posts\/469\/revisions"}],"predecessor-version":[{"id":524,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/posts\/469\/revisions\/524"}],"wp:attachment":[{"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/media?parent=469"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/categories?post=469"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/tags?post=469"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}