Female Leaders Versus Male Leaders

Published Date: 02 Nov 2017

In spite of the increase in percentage of female leaders in the recent years, the majority are still of male leaders. Although women participate markedly in the manpower, they are underrepresented in the same proportion in managerial jobs. Are male and female managers similar or different in leadership style and in the satisfaction they gain from work? This report moves beyond both masculine stereotypes of leadership and feminine leadership models to build on previous work describing transformational leadership Masculine images of leadership continue to influence people’s perception of their own and others’ leadership, while equally stereotypical leadership models describe women’s --unique’’ styles of leading (. Helgesen, 1995; Rosener, 1995). However, female and male managers seem to behave quite similarly in leadership roles (.Oyster, 1992). When there are differences, women in management tend to have a more relationship-oriented style of leadership than men, one that emphasizes supporting and developing their employees (Eagly and Johnson, 1990; Gevedon, 1992; Rosener,1995).

Moreover, Number of years spent in an organization is an age-related variable which has a direct relationship to job satisfaction. It can predict the affective response to work (or the positive feelings toward work). The contribution of this variable to the good feelings toward the job is positive (Bilgic, 1998). Moreover, work experience, age, and education enhance job satisfaction. In fact, persons with more work experience had respect for their jobs, could apply their experience to that work, and could like the physical work environment (Bilgic, 1998). Furthermore, Many researchers have examined the relationships between education levels and job satisfaction. However, there is a conflict results. some mentioned that education plays a significant role on the job satisfaction . Others revealed that it is not mattert.

1.1.2 Problem Statement:

In many developing countries there are only a small percentage of women in management and related decision-making positions (Al-Lamki, 1999). Concern about the role of women in national and economic development is an issue that demands serious consideration. furthermore, an increasing number of women are seeking employment in the labor market, particularly in banking and the financial services industry. More women have realized they can compete with men in male-dominated fields such as banking, accounting, engineering, and medicine (Hanslin, 2004; Opeke, 2002; Al-Lamki, 1999; Okpara, 1996). Women are overcoming past misconceptions that they should not participate in decision-making or wield authority over others.

Limited participation of women in managerial and decision-making positions is a common phenomenon in most developed countries (Noble and Moore, 2006). This phenomenon is a matter of serious concern for policy makers trying to increase women’s participation, for companies trying to improve equal opportunities and for researchers trying to explain the phenomenon and to propose measures to face it. This serious concern is due to the fact that low participation constitutes a waste for a society where a lot of resources are invested in training and development of both sexes. As both genders tend to be equally gifted (Robeyns, 2003; Unterhalter, 2005), it is to the advantage of modern societies, as well as firms and organizations for which they work, to fully benefit from their input.

1.1.3 Theoretical Framework

Education

Experience

Gender

1.2 Literature Review

1.2.1 Introduction

Leadership has many definition, version and perspective but generally leadership can be defined as an ability of someone who can influence other people to gain his followers. In order to enrich our knowledge about it, I will make an additional definition of leadership that I have found on the other resource.

Leadership is a process that gives meaning (meaningful leadership) and produced in cooperation with the willingness to lead in achieving (By : Jacobs & Jacques, 1990).

Leadership is a process that affects the activity of groups organized to achieve common goals (By : Rauch & Behling, 1984).

Leadership is a personal attitude, which led the implementation of activities to achieve the desired objectives. (By : Shared Goal, Hemhiel & Coons, 1957).

Leadership is interpersonal influence, in certain situations, and directly through the communication process to achieve one or several specific objectives (By :Tannebaum, Weschler and Nassarik, 1961).

Leadership involves influencing the process in determining the goals of the organization motivate followers to achieve behavioral goals, influence to improve the group and its culture. Leadership has a close connection with motivation. This can be seen from the success of a leader in mobilizing others in achieving its intended purpose depends on the authority, as well as leaders in creating motivation in everyone subordinates, colleagues, or boss's own leadership.

Leadership is a process in which one person affects the thoughts, attitudes, and behavior of others. Leaders set the direction for us all, they help us see what lies ahead; they help us visualize what we may accomplish, they encourage us and inspire us. Without the leadership of a group of people quickly degenerated into an argument and conflict, because we see things differently and lean to different solutions. Leadership is a help guide us each direction and take advantage of our efforts together.

Leadership is the ability to make others do something important that they might not otherwise be done. That energy toward those goals. Without followers, leaders are not a leader, although followers may only come after a long wait. There's an old saying that the way to become a leader is to find a parade and ran to the front of it. We refer to the "leading" parade, but walking in front does not really leadership unless the person in front actually chooses the direction! If the person does not choose a direction, then was in the front of the line is simply a way of pretending to be a leader.

In the business world, there is also gender issues associated with one's job performance and leadership. Although in reality a woman is able to work as good as a men, but still there was a view that women have a lot of serious limitations in the business world. As a result, women were considered less capable to be a leader. This assessment is still often heard in many conference rooms up to now. Thus, the discussion of this report is to explain about woman leadership in business area.

1.2.2 Conception of leadership

Leadership is quite possibly the most-researched aspect of social and organizational psychology. As a result, a lot has been written on the topic. have a look at the business section of your local bookshop and see just how many books are devoted to an attempt to explain leadership. It is fascinating to both academics and practitioners (Haslam, 2004).

The term leadership as a process or action that affects the actions of an organized group when it is heading for goal setting and goals. The main qualities of leadership are abilities for long-term strategic thinking, communication skills, integrity and ambition. in popular language, leadership usually refers to motivating and committing people— in short, leading people. leadership comes from personality. Companies spend a lot of time, money, and effort on the selection of their high-level leaders. Yet consistent leadership traits have been very difficult to identify. Two things that are clear are:

(1) Leadership is a relationship between people.

(2) An effective leader is different in different situations.

Based on (Jovanovic, Z & Sajfert ,D, 2009) leadership can be defined as the process by which members of a group activity directed toward the achievement of objectives. Here it can have several meanings:

· Leadership involves other people-the employees or followers that means not equal distribution of power between leaders and group members .

· Leadership is the ability to be in different ways using various forms of power to impact on the behavior of followers.

Leaders have special characteristics comparing with normal people, more over managers already possess the abilities and character, but it will not qualify them to be as a leaders. Both management and leadership are essential in organizations and must be integrated effectively to lead to high performance. Leadership cannot be effectively without management; they should be compatible to each other (Richards 2003).

Leadership has characteristics, such as intelligence, honesty, self-confidence, and appearance. Fundamental to this theory was the idea that some people are born with traits that make them natural leaders. Rather than looking at an individual’s personal traits, the behavior theories say that anyone who adopts the appropriate behavior can be a good leader. Behavior theories can be learned more readily than traits, enabling leadership to be accessible to all (Jean 2003).

Workers more willing to work with leadership democratic because its encouraged participation, relies on subordinates’ knowledge for completion of tasks, and depends on subordinate respect for influence. But an autocratic leader is one who tends to centralize authority and derive power form position control of rewards, and coercion. That is why subordinates under a democratic leader perform better in the leader’s absence than subordinates under an autocratic leader

If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience. This guide will help you through that process.

While there are people who seem to be naturally endowed with more leadership abilities than others, I believe that people can learn to become leaders by concentrating on improving particular leadership skills.

There are certain things you must be, know, and, do. These do not come naturally, but are acquired through continual work and study. Good leaders are continually working and studying to improve their leadership skills; they are NOT resting on their laurels.

There are many diverse definitions of leadership. This outlines a few common approaches, and outlines the definition of leadership underpinning Leadership World, our leadership definition is defined as "enabling a group to engage together in the process of developing, sharing and moving into vision, and then living it out." We also emphasize the importance of a leader's and integrity in building up the trust necessary for the leadership to be exercised over a period of time. For Leadership, the importance of prayer must be emphasized - since God seeks to work in partnership with his people, and prayer is the primary channel of communication (Weick. 19952).

According Richard et al. (2006) which is more important for leaders to have the ability to listen or the ability to talk? The ability to be detail-oriented or the ability to see the big picture and be strategic? The ability to learn or to teach? The ability to be humble or to be assertive? To rule by authority or by influence? The ability to drive change oneself or to empower others to lead the change? There are many question need to answer but it is clear that a leader in an organization should have the power to motivate his employee. Because employee motivation is directly related to job satisfaction and job performance with productivity (Ilies et al., 2006).

Leadership is a winning combination of personal traits and the ability to think and act as a leader, a person who directs the activities of others for the good of all. Anyone can be a leader, even if the only person they’re leading is themselves (Richards, 2003).

And it The process of influencing the behavior of other people toward group goals in a way that fully respects their freedom. The emphasis on respecting their freedom is an important one, and one which must be the hallmark of Christian leadership. Jesus influenced many diverse people during his ministry but compelled no-one to follow Him (Dennison.Bolden.Gosling.2009).

Some of the common ideas that others include in leadership definitions include exerting influence, motivating and inspiring, helping others realize their potential, leading by example, selflessness and making a difference. For perspective, we include several other common definitions (Yip.Ernst.Campdell.2009).

A simple definition of leadership is that leadership is the art of motivating a group of people to act towards achieving a common goal. (Jean.2009)

Put even more simply, the leader is the inspiration and director of the action. He or she is the person in the group that possesses the combination of personality and skills that make others want to follow his or her. (Maxwell. 2009).

In addition , leadership represents one of the oldest, most natural and most effective of all human relationships. Management is a later product, with neither so romantic nor so inspiring a history. leadership is of the spirit, compounded of personality and vision; its practice is an art. Management is of the mind, more a matter of accurate calculation of statistics, of methods, timetables, and routine; its practice is a science. managers are necessary; leaders are essential.

(Crevani,L.& Lindgren, M. & Packendorff, J., 2010) The biggest difference between managers and leaders is the way they motivate the people who work or follow them, and this sets the tone for most other aspects of what they do.

1.2.3 Perspectives of leadership

leaders should have traits and characteristics ) Vogan ,2006 )

Creating vision and strategy, keeping eye on horizon;

and refers to the category of intentions that are broad, all-inclusive and forward-thinking. It is the image that leadership must have of goals before it sets out to reach them. It describes aspirations for the future, without specifying the means that will be used to achieve those desired ends.

2. Creating shared culture and values, helping others on grow.

leadership culture is the total sum of the values, customs, traditions and meanings that make him leadership unique. leadership culture is often called the character of an organization since it embodies the vision of the company’s founders. The values of a corporate culture influence the ethical standards within a corporation, as well as managerial behavior .

3. Focusing on people inspiring and motivating based on personal power, acting as coach, facilitator .

When you actively reclaim your personal power your ability to manage these emotions will grow. You'll find your choices and actions will be based on what you want to do and not on what will please others. This in turn will guide you into acting with more compassion. You will find your mind becoming clearer and calmer. Your responses will be more appropriate and people will be drawn to you because of your strong self confidence.

Personal Power is not about dominating others. That is force and in the end is going to sap your energy. Personal Power is about taking responsibility for your circumstances and moving forward from this present moment without getting stuck in past events.

4. Emotional connections, open mind, listening,

Leadership involves motivating, influencing, and directing others towards the attainment of certain pre-defined organizational goals . and instrumental in influencing the values, beliefs, and attitude of others. An effective leadership facilitates the change management process within the organization. Leaders also facilitate in nurturing and sustaining strong relationships among employees of the organization .

5. Creates change and a culture of integrity.

The Impact of Integrity helps participants uncover the power of leadership that is already within them to face the toughest challenges and act on their convictions, with or without consensus. Participants discover their own solid core as leaders based on their deeply held values

6. Planning and budgeting

Project Leadership works with clients to optimize their planning and budgeting processes, from both a process improvement perspective as well as leveraging the right technology. Our teams combine financial experience with technical depth to ensure projects move successfully from process analysis through implementation and deployment. Project Leadership understands how to leverage the capabilities of leading tools in both traditional and software .

7. Organizing and staffing, directing and controlling,

this is key need to and be able to emphasize different skills at different times. involves determining what are appropriate objectives for the company and how those objectives are going to be accomplished. This is one of the most commonly skipped steps in running a business, refers to the labor, physical and mental abilities that the people in your organization contribute to producing the goods and services of your business.

8. Focusing on quality .

Production-oriented leadership can be very successful in terms of financial numbers, introducing intangible technologies like social networking is a challenge. Social networking is a transformational technology that can create huge increases in productivity, improved communication, employee morale, and innovation. But production-oriented leaders will be challenged to see the benefits and embrace the change. it emphasizes interpersonal relations and focuses on employee needs . They understand that higher morale leads to higher productivity which results in improved financial results.

1.2.4 THE IMPORTANT OF LEADERSHIP

Effective leadership can help organization through various obstacles from danger. This condition can make a successful effective organization that can allow peoples to grow and be the productive adults.

The lack of leadership will make a dramatic effect. Without leadership, organizations move too slowly, stagnate, and lose direction. Most of the literature on organizational decision making and stresses implies that if the decision is timely, complete, and correct, then everything will go well. The decision then made by itself, after the decision is made, organizational implementation problems-how to get the job done in a timely and effective.

Implementation problems on the issue of how leaders influence the behavior change the direction of events, and overcoming obstacles. Leadership is very important in the successful implementation of the decision. Each of us recognizes the importance of leadership when we choose our organization leaders. The situation began to realize while in office, participate, and choose the best leader.

Investors recognize the importance of business leadership when they say that a good leader can make the weak success of the business plan, but a bad leader can ruin even the best of a plan. So leadership is very important in an organization. Without such a leader, no one will be taking decisions absolutely in a problem.

There are five leadership qualities:

   1. Honest

    2. Forward-Looking

    3. Competence

    4. Inspiring

   5. Intelligent

A great leader exhibiting these five leadership qualities is strongly correlated with people’s desire to follow your lead. Exhibiting these traits will inspire confidence in your leadership. Not exhibiting these traits or exhibiting the opposite of these traits will decrease your leadership influence with those around you.

It is important to pursue, model and display these qualities. Simply possessing each quality is not enough; great leader have to display it in a way that people notice. People want to see that you actively demonstrate these leadership qualities and will not just assume that you have them. It isn’t enough to just be neutral. For example, just because someone not dishonest will not cause people to recognize that you are honest. Just avoiding displays of incompetence won’t inspire the same confidence as truly displaying competence.

Encouragement or motivation of work necessary is owned by an employee and an obligation for a leader to direct it, but leadership is not a simple problem, both to understand and apply it appropriately. To obtain optimal work, one of them is able to direct the company's leadership (directing) so that employees are willing to do what he wants the organization. This function involves the quality, style and power of leaders and leadership activities such as communication, motivation and discipline.

The effective leader is determined by the ability to read the situation and adjust his leadership style in such a way to fit and able to meet the demands of the situation, so that subordinates can lead well motivated and able to carry out the work program has been established.

In contrast, transactional leadership is characterized by more pragmatic rather than extraordinary behaviors (Stadelmann, 2010):

1) Contingent reward: This describes the fair and constructive exchange between leader and subordinate. The leader sets the goals that are to be achieved and rewards subordinates who achieve their goals (contingent reinforcement). Followers do exactly what is expected of them.

2) Management by exception active: The leader actively looks for deviations in order to avoid errors and problems.

3) Management by exception passive: The leader intervenes only if problems become acute.

4) Laissez-faire: This last component refers to no leadership, characterized by passivity.

Leadership concepts have been widely adopted and used in a variety of organizational and management contexts. Many failures in the managerial levels as a result of the inability of a leader to make changes in both human resources and business activities. Therefore, a leader is not an easy job because they will directly deal with workers who have different backgrounds, circumstances and expectations are different and complex. To facilitate the implementation of duties and responsibilities of a leader, every leader needs to have a distribution task force, which in this case can be referred to as the pattern of leadership.

Leadership is very important in an organization. Although the existence of gender differences, men and women who became a leader must have a certain standard of leadership in organizations. Leaders must have a unique style of leadership in leading organizations and have expertise in communicating with subordinates.

1.2.5 Job satisfaction theory

Situational theories assume that the interaction of variables such as task characteristics, organizational characteristics and individual characteristics influences job satisfaction (Hoy and Miskel, 1996). The individual evaluates the situational characteristics before commencement of employment (Quarstein et al., 1992), whereas situational occurrences are evaluated afterwards.

According to Quarstein et al. (1992), overall satisfaction is a function of a combination of situational characteristics and situational occurrences. The situational characteristics commonly proposed as key factors in job satisfaction are: the work itself, pay, promotion, supervision and co-workers (Smith et al., 1969), although other variables such as employee involvement and

organizational commitment may impact also. There have been numerous studies into job satisfaction which explore the impact of demographic characteristics such as age, gender, tenure, and education (Clark, 1993; Clark and Oswald, 1995; Hickson and Oshagbemi, 1999; Oshagbemi, 1998, 2000a, b). The results suggest the existence of relationships between demographic characteristics and job satisfaction, but the evidence tends to be mixed, with positive and negative relationships sometimes identified for the interactions between same variables.

In sum, analysis of the epistemology of job satisfaction, on which research into principal job satisfaction has been based, has demonstrated two common features. First, job satisfaction was conceived as a positive construct which is aligned with rewards and fulfilment and usually, but not necessarily, results in higher task performance and organizational effectiveness.

This notion appears in many research reports, as the following example from Spain demonstrates:

This implies that job satisfaction is a positive sense without which any organization’s

competitive edge is in danger, admittedly, a very widespread view in many institutions, including schools acting in competitive environments (Oplatka 2004). Second, in most studies of job dissatisfaction it was considered to be associated with negative personal and organizational outcomes. Job dissatisfaction was regarded as a difficult experience for the individual and of high cost to the organization. This negative notion of the concept is relatively less surprising given the predictors of this attitude among principals:

unrealistic expectations, work overload, stress and the like (Borg and Riding 1993).

In the light of feminist scholars (outlined in the Introduction to this article) who have called for a critical challenge to the current, male-based, sometimes androgynous, constructions in the social sciences, the epistemology of job satisfaction constructs may be considered as the platform on which this study seeks to set out the different voices of women principals. In sum, we submit that people with similar dispositions working in a similar environment who frequently interact and are aware of their collective situations will perceive and evaluate their job experiences in a homogenous way. Therefore, a collective job satisfaction will emerge within the unit. In the next section, we clarify how collective satisfaction serves to create an environment in which workers in a unit are more likely to positively interact as well as share and accept organizational goals (Whitman, 2010).

1.2.6 Education

Education forms part of an individual’s total human capital endowments and has a significant effect on his or her level of job satisfaction. It generates direct effects on job satisfaction through expectations and indirect effects through other determinants of satisfaction (income and other job characteristics). For this reason, the attributes of the job act as a channel for the effect of education. People with higher levels of education are more likely to access secure employment with better levels of pay and higher skill levels )Fabra & Camisَn, 2009)..

Empirical analyses on the value of education have traditionally focused on the contribution of formal schooling to increased earning capacity in the labor market, although rate-of-return studies estimate only part of the returns to education. The occupational benefits of education promote not only higher wages but also other non-pecuniary expansions in workers' welfare possibilities. The basic idea is that longer schooling promotes a more efficient use of information both on the formation of expectations and on individual choices regarding the labor market. Therefore, highly educated people are thought to form more accurate expectations and to pursue their aspirations more efficiently than poorly educated people do. Consequently, they are more likely to reap additional education-enhanced benefits in terms of personal utility arising from a variety of work-related sources. These may include items such as reduced uncertainty, performing more interesting or challenging tasks, holding a responsibility level matched to one's qualification, working under healthier or more attractive conditions, developing good relationships with co-workers, taking on a tenured position, or enjoying greater work autonomy or higher social prestige..

1.2.7 Experience:

Rapp et al (2006) they agree with this conceptualization and they believe that it is necessary to examine not only the employee's general sales experience, but also the amount of time spent working with their current company and the time spent in their territory. Accordingly, we define a salesperson's experience as a composite of these three different forms of tenure. Tesluk and Jacobs (1998) argue that experience might

influence individuals differently, depending on when they occur during a career. Specifically, new employees, who are focused on establishing role identity and developing social and interpersonal relationships, are particularly attentive to interactions with co-workers and supervisors in order to understand role demands and expectations. In contrast, individuals later in their career tend to refocus their attention from social concerns to task issues such as whether they have the ability to influence and contribute in their work roles.

Employees who experience role ambiguity tend to underperform and experience dissatisfaction with their jobs Reducing role ambiguity during the early employment stage can be a determinant in an employee's attachment to the organization .Because of the energetic nature of Generation ambiguity and job outcomes. Hence, when Generation employees experience the stress and tension caused by role ambiguity (Kim, et. al., 2009)

This line of reasoning suggests that employees will be better prepared and more receptive to working hard and working smart as they gain greater experience. Based on the belief that experienced salespeople are more ready to work hard and smart than less experienced employees,

1.2.8 GENDER DIFFERENCE IN LEADERSHIP

Many studies in the West compared the leadership styles of women and men. Most of these studies focused on tasks and interpersonal styles, while smaller numbers examined autocratic versus democratic style or transformational, transactional, and laissez-faire styles. Women managers are stereotyped to use a transformational style which develop followers into leaders and bring about significant change, rather than transactional, an exchange process between leader and followers (Pounder and Coleman, 2002).

The word gender (read gender) comes from the English language, meaning both sexes women and men (John M. Echols and Hassan Shadily, 1983). Gender is a difference that appeared in both men and women when seen from the values and behavior. In the Women's Studies Encyclopedia explained that gender is a cultural concept, which strives to make a difference in the role, behavior, mentality, and emotional characteristics between men and women who developed in the community. Hilary M. Lips in his book Sex and Gender: an introduction defines gender as the cultural expectations of men and women (cultural expectations for women and men). For example, a woman known as a gentle, beautiful, emotional and motherhood. While, men are considered to be strong, rational, manly and powerful.

The term "gender" put forward by social scientists in order to explain the differences in women and men who have the innate nature (God's creation) and the formation of culture (social construction). Often people confuse the human traits that are natural (no change) with the non-natural (gender) which can be changed and modified. This gender role differences also make people think again about the division of roles is considered to have attached, both for women and men.

Gender is the difference in the role, functions and responsibilities between men and women who are the result of social construction and can be changed in accordance with the development.

Alice Rossi (1978) argues that the role of gender stereotypes is derived from biological differences between men and women. Because women are awarded to carry out the process of natural reproduction, the experience of the female reproductive process (pregnancy, childbirth, and breastfeeding) will provide stereotype in the role of gender. While Fakih (2003) provide initial description of the meaning of gender stereotypes stereotype itself, according to the general stereotype is labeling or tagging of a particular group.

This is certainly cause injustice, One kind of stereotype that is sourced from the view of gender. Almost in line with the above opinions Fakih, Shadily (2000) gives a view of the prevailing gender stereotypes "that the task is to educate women in particular and raising children" also causes the daughter of experience or less were less prepared to compete in the public domain, so that women up to now more concentrated in jobs in the informal sector which is adjusted with limited skills they possess. The result: the economically and socially that they do have a lower status when compared with what men do.

Actually a lot of things that we can see in everyday life that gender stereotypes in these women was formed, and woke up in the community. Here's another opinion from Behm & Kassin (1996) who quoted from the research of William & Cool in 1982 about the gender stereotypes that even after all when someone asked to describe a figure of men and women, one man would have described more adventurous , assertive, aggressive, independent and working oriented; otherwise described one woman will be more sensitive, gentle, less independent, emotional and oriented on social matters. This picture is universal and is taken from studies of approximately 2800 students from 30 different countries from North and South America, Europe, Asia and Australia.

Therefore is, there are differences in leadership styles and how to make decisions in an organization between man and women.

The differentiation of men and women in leadership style.

Men

Women

- Very aggressive

- Independent

- No emotional

- Can hide the emotion

- Not easily influenced

- Not easy to waver in crisis

- More active

- More competitive

- More logical

- More global

- More skilled business

- More bluntly

- Heartless not easily offended

- More Adventurous

- Easy to overcome the problems

- Rarely crying

- Full self-confidence

- More support aggressive attitude

- More ambitious

- Easy to distinguish between reason and sense

-Understanding the ins and outs of developmentworld

- A leader generally more independent

- Thoughts are superior

- More free speech

- More objective

- Not too aggressive

- Not too independent

- More emotional

- difficult to hide emotion

- easy to influence

- easily to struggle in crisis

- more passive

- lack of competitiveness

- lack of logical

- home oriented

- less skilled business

- lack of bluntly

- heart oriented of thought

- less adventurous

- difficult to overcome the problems

- often cry

- lack of self-confident

- not support aggressive attitude

- less ambitious

- difficult to distinguish between reason and sense

- lack of understanding in development world trend

- rarely chosen to be a leader

- lack of freedom

- lack of thoughts

- less have freedom to speak up

- more subjective

1.2.9 Woman leadership toward subordinates

According to Hennig and Jardim in the book "The Managerial Woman", most women see themselves as someone who is hesitant, uncertain, confused to their goals in life, and wait for elected or recognized its existence by man. They do not like taking risks and they become anxious in situations where they do not know many things. If so, how can a woman be a leader? Properties such as it is contrary to nature that should be owned by a leader - someone in charge, set goals, take risks, and make decisions.

Therefore, women can become leaders probably because they are educated in a different way, or they recognize the leadership potential that exists and has learned to lead. The researchers found that women who like to lead not think of themselves as women and different; they see themselves as human beings. Their thinking, as well as their capabilities, enabling them to be leaders. They are oriented to compete and complete the task.

They not only learn to exercise their personal power, they also were able

put aside their emotions in situations that require a clear assessment. They are not emotional, but they have to learn to understand themselves and control their feelings. A woman who is a leader recounts educational organizations to control emotions and empathy. "I think you should be physically tough, too psychologically and emotionally, so whatever happens does not make you weak. It's hard to remain sensitive to something very important to other people when nothing you do seems to trivialize what they consider important. I had to learn how to interact with others, put yourself in their position. "

Being competent does not mean being a woman who leads other people regardless. They can fire someone and show his concern. A woman leader said how difficult it is to fire an employee. "Dismissal can change someone's life so drastically. If they are not emotionally ready, removal can be extremely hurt them. I had to fire somebody, but I do after I talk to them and explain to them the reason why they fired. Accidental firing someone you can really push forward, dismissal could be a stepping stone. "

Having the qualifications as a leader would have no benefit to women if she can not penetrate the higher position in the organizational structure in which he worked. There are few women occupying top positions, or both top in the industry and government. Under the top there are several levels of managers occupied by a woman. That's because the women who occupy top positions has proven his ability - the women who had been taken into account because they are competent.

The world organization of man is characterized by the relationship device - networking - informal where important communication occurs outside the office. Someone who has the potential to become leaders learn what they expect, what is happening outside the office, and who "sponsor" them through the network.

The word "sponsor" or "mentor" refers to a senior interested in the junior, recognize their potential, to tell the ins and outs of the organization, and bring them to a more considered position. Very difficult for women to penetrate the ranks of the organization; competence alone is not enough for them to get a promotion. In style and personality, the leader of women different from men, but the assumption that the bossy woman, which is based on public opinion, still a common thing.

People think that women leaders often jealousy, emotional, narrow-minded, perfectionist, likes to make mistakes, and very particular about detail. It was not a characteristic of women, the characters that appear when they are helpless, the characters are self-defense mechanism that women usually do when they feel pressured.

Women, who are truly free to be her-self and feel comfortable in a leadership position, are free to allow other people to get more freedom. They are not bossy attitude as the general public think. Instead, they were able to think about the long-term objectives and develop creative leadership style and distinctive.

There are two things that her characterization of women leaders in performing their duties, namely openness and willing to serve. Leading is the problem the best out of people who led and adapt to a suitable job. To do so, it takes not only the ability to utilize existing resources to achieve the target, but also the capacity to develop trust. Organizational goals can not be only known by the leader; goal should be disseminated to all people within the organization.

Women boss more assertive and goal oriented like most businesses would be considered cruel and harsh by many subordinates. When many women bosses and not influenced by emotions as aggressive, stereotyped in much the boss man, he will lose in the business world.

Most women workers were preferred to work with a male boss than a female boss. The reason is, because women tend to boss often influenced mood and often bring personal problems into the office. At least this is revealed in a survey initiated by www.OnePoll.com. Approximately two-thirds or 63 percent of women said they preferred when led by a male boss in the office. While only 37 percent of working women who prefer female boss. Survey involving approximately 2,000 women are also mentioned several reasons why more men chosen and deemed worthy of leading a company. According to them, a male boss considered more authoritative, better in making decisions and also has a better vision in doing business for the long term. In fact, 1 of 6 female respondents who worked with a female boss admitted feeling under pressure.

Otherwise, there are some attitudes that can be taken by a woman leader of her subordinates, who first noticed the man who became your subordinates. Learn the general level of education, knowledge and skills possessed any of your subordinates. For a woman boss who worked with the men from the lower working class, for example, project construction workers, miners, factory workers, cleaning service workers, drivers and others, it must be ensured that you have enough basic knowledge of what they do. You also need to demonstrate a serious attitude of respect and listen to various inputs as well as their complaints, by way of polite, friendly but kept his distance. Show also that you are not the type who fears falling into the field if needed. Your attitude is occasionally down the field with a serious but relaxed way, will be able to make their subordinates are reluctant to honor and with you.

Meanwhile, when the women leader associated with male employees at the intermediate level, such as administrators, secretaries, data entry, cashier and other officials, then you are expected not only to understand and knowledgeable of their job, but you also have to be convinced personally that you can do the job. This is where you must show that their presence is all you need, but that does not mean they can abuse you. In a personal occasion, relaxed but serious at the same time (eg at lunch together, gathering, and informal meetings), pointed out also that you were ever at their level, and do not forget many ways to handle it. For that you should never forget to occasionally hone your basic skills, so if at any time suddenly these subordinates for advice, suggestions, or solutions to the problem, you can handle it immediately. At least give an example.

In addition, if the subordinate female leader is the majority of men in top positions such as financial managers, marketing managers, production managers, line managers and others, the approach, attitude and your actions is different from male workers at two other levels. Here is not just your brain's ability required to manage the strategy, but your diplomacy skills are required even higher. Make sure that in every meeting both formal and informal, you record each of the planning and activities they had done. The point noted in the brain and is also written directly, you do not rely solely secretary. The evaluation also should tell you openly associated with all of their reports. Remember also to occasionally make "checks" on the part of them suddenly before the meeting begins, it is to cross check whether the report is its "Origin of Mother's good", or really real reports from the existing field conditions. At this level, as female boss have the attitude that your presence is as a team leader and once one person in charge of the firm's progress, and not as a threat, a threat to their careers. So every now and then called subordinates separately, to discuss their work, both from the constraints, obstacles, and prospects for the future, is one of the effective activities for your people feel calm and responsible for what they do. Sense of belonging to the company's growth is also growing between them.

1.3 CONCLUSION

Women have always had the capacity and de sire for leadership, however, due to political, economic and societal restrictions, they were not able to advance in leadership positions. As times are changing, these so called restrictions have been dramatically reduced, giving women the opportunity to enter into leader ship roles. A suggested explanation for the rising leadership roles at all levels; including elite executive roles are the facts that organizations are capturing elements of a progressive societal change (Eagly, 2003)

There are many definition that can be given to leadership, but generally leadership define as ability of someone who can influence other people to gain his followers to do what they want, in this context is for organization purpose. A successful leader is having the ability to read the situation and adjust his leadership style in such a way to fit and able to meet the demands of the situation, so that subordinates can lead well motivated and able to carry out the work program has been established. Without a great leadership, organizations move too slowly, stagnate, and lose direction.

As women increasingly enter leadership roles that traditionally were occupied mainly by men, the possibility that the leadership styles of women and men differ continues to attract attention. The behavior of female leaders, compared with that of male leaders, may be more interpersonally oriented, democratic, and transformational. In contrast, the behavior of male leaders, compared with that of female leaders, may be more task-oriented and autocratic.

Women’s leadership is also usually considered as very good, loving, considerate, friendly, sensitive, and can be a good listener to his subordinates. But, according to survey initiated by www.OnePoll.com, most female worker dislike women as her superior.