From Marissa Mayer’s high profile people-management decisions in her role as Yahoo’s CEO to Sheryl Sandberg’s provocative assertions in her book Lean In, there continues to be a lot of debate about leadership and the sexes – and whether men and women lead differently. Although there’s some hype and “drama” surrounding this topic, it’s a critical one to explore, since it impacts our ability to drive critical changes in these chaotic times.
Consider three intriguing sets of research findings:
- As reported in the Harvard Business Review: “Many believe that bias against women lingers in the business world, particularly when it comes to evaluating their leadership ability…To our surprise, we found the opposite: As a group, women outshone men in most of the leadership dimensions measured. There was one exception, however, and it was a big one: Women scored lower on ‘envisioning’—the ability to recognize new opportunities and trends in the environment and develop a new strategic direction for an enterprise.”
- In contrast, Dension Consulting: “the global leader in culture change and assessment, has found that women are rated higher on all leadership dimensions than their male counterparts. However, men rate themselves stronger on “having a mission” and “adaptability” (traits associated with strategic leadership), while women rate themselves stronger on “involvement” and “consistency” (traits associated with people leadership and tactical execution).”
- Similarly, in this blog post, I shared findings based on the CQ/Change Intelligence Assessment, that men are significantly more likely to report acting as Visionary Change Leaders (focusing on long-term goals), and women as Coaches and Facilitators (focusing on people and implementing short-term objectives.
What can we make of these findings – and how do they impact our roles, behaviors and attitudes as leaders? Both Denison’s and my research demonstrate that men and women perceive themselves differently as leaders – men focusing more on purpose, women on people and process. In other words, men tend to focus on results, women on relationships that facilitate results. And, at least according to the Harvard study, others perceive these differences as well – at least with respect to visionary leadership. Can these results partially explain the glass ceiling effect – that while women outnumber men in the workforce and at lower and middle management ranks, they are sorely absent from the upper echelons?
As Sheryl Sandberg observed during her career as the COO of Facebook and wrote in Lean In, of course there are organizational and societal barriers that women face – and yet, there may be important internal barriers that hinder us as well, which may be invisible even to us. How we perceive ourselves – our mindset – impacts our behavior – our behavior impacts how others perceive us – and how others perceive us impacts our opportunities to move ahead and to make a difference. This is true for all leaders, men and women.
These are critical issues to explore if we want expand the ability of our teams and organizations to get the best from our brightest. When women’s voices are heard at the top levels, companies see bottom-line benefits spanning from profitability to retention.