Research Paper
Denise Johnson
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Research Paper
Women Leaders
It is a misperception that women cannot be leaders, while leadership starts from the home, where a mother guides her children to differentiate right from wrong actions. A child follows his/her mother, because it is believed that the guidance from a mother cannot be wrong.
Women are stereotyped based on their physical appearance, and their ability to work in challenging working environments. Several career paths are not meant for women, however, women have successfully proven to be eligible for that particular task related to that field of work. The engineering sector is mostly considered as a future career path for men and women are under-represented when it comes to leadership roles in this career path. Gender stereotypes that lead also set limitations on gender roles of women, but women who act against these stereotypes are hated the most, as compared to men who act identically. Women who are looked upon as violent against the traditional stereotypes, reduce their chances of becoming leaders and getting promotions and/or professional rewards in their organizations ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"ZXPPcvaW","properties":{"formattedCitation":"(Dasgupta & Stout, 2014)","plainCitation":"(Dasgupta & Stout, 2014)","noteIndex":0},"citationItems":[{"id":761,"uris":["http://zotero.org/users/local/F0XOCTdk/items/Z4D3XAZX"],"uri":["http://zotero.org/users/local/F0XOCTdk/items/Z4D3XAZX"],"itemData":{"id":761,"type":"article-journal","title":"Girls and women in science, technology, engineering, and mathematics: STEMing the tide and broadening participation in STEM careers","container-title":"Policy Insights from the Behavioral and Brain Sciences","page":"21-29","volume":"1","issue":"1","author":[{"family":"Dasgupta","given":"Nilanjana"},{"family":"Stout","given":"Jane G."}],"issued":{"date-parts":[["2014"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Dasgupta & Stout, 2014). Stereotype behavior prevents women from having lead roles in their departments, even though they possess leadership roles.
Careers that are not Women Friendly
Physical differentiation of men and women is the main reason for stereotypical behavior towards gender roles and this sometimes cannot be denied because women are not as strong as men to perform heavy tasks like carpentry, firefighting, sheet metal works, etc. Medical fields in particular to surgeons, and physicians are considered as non-traditional careers for women. This may be, because women are more emotional and tend to feel others’ pain. Patients who are in pain and grief may affect the emotional attachments between doctors and patients. There is a need for an exposure to opportunities so that individuals may understand these relations, which should not influence decisions ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"RtqFLoqL","properties":{"formattedCitation":"(Vries\\uc0\\u8208{}Erich et al., 2016)","plainCitation":"(Vries‐Erich et al., 2016)","dontUpdate":true,"noteIndex":0},"citationItems":[{"id":764,"uris":["http://zotero.org/users/local/F0XOCTdk/items/EEDVS3BZ"],"uri":["http://zotero.org/users/local/F0XOCTdk/items/EEDVS3BZ"],"itemData":{"id":764,"type":"article-journal","title":"Dealing with emotions: medical undergraduates’ preferences in sharing their experiences","container-title":"Medical Education","page":"817-828","volume":"50","issue":"8","source":"Wiley Online Library","abstract":"Context Patient care evokes emotional responses such as uncertainty, grief and pride in medical students. There is a need for opportunities to share and express such emotions because they influence students’ professional development and well-being. There is a trend towards introducing mentor programmes into medical curricula. It remains unknown whether students are willing and able to share their emotional experiences within this formal setting. We set out to explore how medical students share their emotional experiences and why. Methods We used thematic analysis, including purposeful sampling, parallel processes of data collection and constant comparative analysis, maintaining an audit trail for validation purposes. The study had a constructivist, interactional design and used Goffman's dramaturgical theory as an interpretive framework. Nineteen students participated in individual, semi-structured interviews. Results Participants’ narratives revealed a preference for sharing emotional experiences away from people who might expect them to uphold formal behaviour. They deliberately decided with whom to share their emotional experiences. Participants had a preference to talk to fellow students working in the same department, or family and friends outside medical school. Conclusions Participants found it difficult to uphold behaviours that they thought patients, preceptors or the organisation expected of them as future doctors. In adjusting their behaviour to meet those expectations, they became attuned to how to best present themselves based on the people present. This influenced how they chose which emotional experiences to share with whom.","DOI":"10.1111/medu.13004","ISSN":"1365-2923","shortTitle":"Dealing with emotions","language":"en","author":[{"family":"Vries‐Erich","given":"Joy M.","dropping-particle":"de"},{"family":"Dornan","given":"Tim"},{"family":"Boerboom","given":"Tobias B. B."},{"family":"Jaarsma","given":"A. Debbie C."},{"family":"Helmich","given":"Esther"}],"issued":{"date-parts":[["2016"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Vries, Erich et al., 2016). Furthermore, fields in engineering are, sometimes demanding, like automobile production and petroleum engineering, where women may not be able to put enough energy because of heavy load carrying. Some limitations in careers, that are not women-friendly, may be social engineering and computer sciences.
Gender Bias
Women are underrepresented and they do not get an equal share, despite putting effective efforts in their field of studies related to engineering. The average wage for women, is less as compared to men ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"8fgZ8KDU","properties":{"formattedCitation":"(Kurniawan, Nurhaeni, Mugijatna, & Habsari, 2018)","plainCitation":"(Kurniawan, Nurhaeni, Mugijatna, & Habsari, 2018)","noteIndex":0},"citationItems":[{"id":767,"uris":["http://zotero.org/users/local/F0XOCTdk/items/Y4GU2WKJ"],"uri":["http://zotero.org/users/local/F0XOCTdk/items/Y4GU2WKJ"],"itemData":{"id":767,"type":"article-journal","title":"Gender Bias in the Workplace: Should Women be Marginalized in Engineering Job?","container-title":"IOP Conference Series: Materials Science and Engineering","page":"012132","volume":"306","source":"ResearchGate","abstract":"Research observing women marginalization in the workplace viewed from the endusers have not been widely conducted. This article discusses about gender bias in the workplace from the perspective of the end-users of vocational higher education in terms of first, the companies' policies in the salary payment and second the availability of companies' policies in fulfilling the gender needs for male and female employees graduating from vocational schools. The research employing gender analysis was conducted in the Ex-Residency of Surakarta, Central Java Indonesia. The data were collected through documentation studies. The result shows that both male and female entrepreneurs have gender-biased view of women's and men's positions within the companies. Consequently, women's salary tends to be lower than that of men for the same job and the companies were still not responsive to the different needs of women and men. Accordingly, local government should supervise the companies to implement gender mainstreaming in the workplace, especially in the employees' career development and give rewards to companies implementing gender equality and otherwise give punishment to companies which have marginalized women in the workplace.","DOI":"10.1088/1757-899X/306/1/012132","shortTitle":"Gender Bias in the Workplace","journalAbbreviation":"IOP Conference Series: Materials Science and Engineering","author":[{"family":"Kurniawan","given":"Yusuf"},{"family":"Nurhaeni","given":"Ismi"},{"family":"Mugijatna","given":"Mugijatna"},{"family":"Habsari","given":"Sri"}],"issued":{"date-parts":[["2018",2,1]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Kurniawan, Nurhaeni, Mugijatna, & Habsari, 2018). Practices by people, whether they are organizations, institutions, societies, or communities, have to face biases and discrimination. While biases cannot be limited to only women, a major problem is that women are more in population, so in comparison to men, a majority have to face and experience these biases.
Gender biases are the practices of prejudices and preferences toward one gender while ignoring the existence of the other. They are the actions that differentiate people based on their roles, functions, and responsibilities which leads to burden and unjust benefits in societies. Individuals may be bias towards others consciously or unconsciously and practice these biases in various ways, i.e., directly, or indirectly, by making some preferences and priorities. These preferences of biases may lead to small or larger consequences, for which individuals are unaware. However, it hurts the sentiments of a person who experiences this. Bias is also an issue like sexism, gender-stereotype, and har\assment, for which people need to be sensitized to reduce these certain issues.
Transformational Leadership Theory
The transformational theory of leadership is defined as the influencing factor, which makes impacts, changes one’s values, approaches, and principles of followers to a point where they start achieving their organizational performances, beyond expectations ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"w1QUW7VB","properties":{"formattedCitation":"(Ghasabeh & Provitera, 2017)","plainCitation":"(Ghasabeh & Provitera, 2017)","noteIndex":0},"citationItems":[{"id":773,"uris":["http://zotero.org/users/local/F0XOCTdk/items/QQEFSTNQ"],"uri":["http://zotero.org/users/local/F0XOCTdk/items/QQEFSTNQ"],"itemData":{"id":773,"type":"paper-conference","title":"Transformational Leadership: Building an Effective Culture to Manage Organisational Knowledge","source":"Semantic Scholar","DOI":"10.22543/0733.102.1187","shortTitle":"Transformational Leadership","author":[{"family":"Ghasabeh","given":"Mostafa Sayyadi"},{"family":"Provitera","given":"Michael J."}],"issued":{"date-parts":[["2017"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Ghasabeh & Provitera, 2017). This theory suggests that people, when influenced by their leaders, start working efficiently and get motivated to achieve better outcomes. While transformational leaders tend to be more creative and possess a charismatic nature.
James MacGregor Burns
For the first time, philosophy of the Transformational Leadership Theory was presented by James MacGregor Burns. In 1978, he founded a leadership study in which, he introduced two theories; Transactional Theory and Transformational Leadership Theory focusing on the influencing factor of leaders on followers.
Concepts
James MacGregor Burns introduced the concept of transforming leadership for the first time in 1978, and this was developed after conducting a research study on politicians, but this can be also used in organizational psychology. Burns claimed that there is a differentiation in an individual's attitudes, behaviors, and characteristics, while he found difficulty in management and leadership. These concepts make changes in an individual's lifestyles and organizational environments and
1. Individualization Consideration: This concept states that leader interacts with each follower to meet their needs as a mentor, listens to concerns and expectations of followers.
2. Intellectual Stimulation: A leader challenges assumptions made concerning him/her, challenges issues and takes risks on the ideas presented by followers ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"cdxSmnqi","properties":{"formattedCitation":"(Odumeru & Ogbonna, 2013)","plainCitation":"(Odumeru & Ogbonna, 2013)","noteIndex":0},"citationItems":[{"id":777,"uris":["http://zotero.org/users/local/F0XOCTdk/items/S38D5284"],"uri":["http://zotero.org/users/local/F0XOCTdk/items/S38D5284"],"itemData":{"id":777,"type":"article-journal","title":"Transformational vs. transactional leadership theories: Evidence in literature","container-title":"International Review of Management and Business Research","page":"355","volume":"2","issue":"2","author":[{"family":"Odumeru","given":"James A."},{"family":"Ogbonna","given":"Ifeanyi George"}],"issued":{"date-parts":[["2013"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Odumeru & Ogbonna, 2013).
3. Inspirational Motivation: Leaders always have followers and it is a characteristic of leaders to inspire them and makes such visions, which are appealing. They prefer to communicate in an optimistic way to achieve future goals and challenge followers who have high standards.
4. Idealized Influence: Gaining trust and good ethical behavior is what influences people, so a leader has to influence his followers by gaining their trust and adopt good ethical behavior.
Attributes of a Transformational Leader
A transformational leader possesses charismatic characteristics of influencing people, giving motivation; help them inappropriate decision-making and admire them to work effectively. This leader makes an impact on followers to come up with innovative and creative ideas to challenge the systems of the status quo and become successful by altering environment. Political attributes of a leader contribute towards transformational leadership enhancing higher levels of job satisfaction ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"cgWMWWuI","properties":{"formattedCitation":"(Mencl et al., 2016)","plainCitation":"(Mencl et al., 2016)","noteIndex":0},"citationItems":[{"id":776,"uris":["http://zotero.org/users/local/F0XOCTdk/items/MFC3BM3X"],"uri":["http://zotero.org/users/local/F0XOCTdk/items/MFC3BM3X"],"itemData":{"id":776,"type":"article-journal","title":"Transformational leader attributes: interpersonal skills, engagement, and well-being","container-title":"Leadership & Organization Development Journal","page":"635-657","volume":"37","issue":"5","author":[{"family":"Mencl","given":"Jennifer"},{"family":"Wefald","given":"Andrew J."},{"family":"Ittersum","given":"Kyle W.","non-dropping-particle":"van"}],"issued":{"date-parts":[["2016"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Mencl et al., 2016).
Behavioral Theory
Behavioral theory is a unique scientific discipline, which states about human behaviors, which can be observed, and this studies human development. Human behaviors and developments are observed according to their outcomes and antecedents, which exist in the surrounding of individuals. These also may be observed by analyzing learning processes and knowledge acquired by individuals from their experiences. The behavioral theory suggests that leadership skills are not inborn; they can be gained during learning processes. These can be developed very easily and anyone may possess leadership skills to become successful in life and influence people and followers.
Hallo Effect
Halo effect is the oldest phenomenon in psychology which is unknown to people and they have little knowledge about it. Hallo effect is the skill or tendency of an individual, a product, or any company, which influences people by making positive impressions. This impression changes the decision-making factor and changes opinions positively. This is a type of cognitive bias, in which our feelings and opinions change with a period after having exposure to an event, people, or a product. Halo effect makes an impact on individuals, for example, we get impressed by a more sociable person, we portray that s/he must be intelligent regardless of having an interactive session with that particular person ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"1AcrbXr3","properties":{"formattedCitation":"(Kerger, Bernal, Paustenbach, & Huntley-Fenner, 2016)","plainCitation":"(Kerger, Bernal, Paustenbach, & Huntley-Fenner, 2016)","noteIndex":0},"citationItems":[{"id":780,"uris":["http://zotero.org/users/local/F0XOCTdk/items/PJPJJQUQ"],"uri":["http://zotero.org/users/local/F0XOCTdk/items/PJPJJQUQ"],"itemData":{"id":780,"type":"article-journal","title":"Halo and spillover effect illustrations for selected beneficial medical devices and drugs","container-title":"BMC public health","page":"979","volume":"16","issue":"1","author":[{"family":"Kerger","given":"Brent D."},{"family":"Bernal","given":"Autumn"},{"family":"Paustenbach","given":"Dennis J."},{"family":"Huntley-Fenner","given":"Gavin"}],"issued":{"date-parts":[["2016"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Kerger, Bernal, Paustenbach, & Huntley-Fenner, 2016). In Halo Effect an individual conducts, a global evaluation regarding others' attributes and these evaluations may include specific traits, characteristics, and values of other individuals ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"e3u9mHFH","properties":{"formattedCitation":"(Gr\\uc0\\u228{}f & Unkelbach, 2016)","plainCitation":"(Gräf & Unkelbach, 2016)","noteIndex":0},"citationItems":[{"id":781,"uris":["http://zotero.org/users/local/F0XOCTdk/items/SH8Z2VEF"],"uri":["http://zotero.org/users/local/F0XOCTdk/items/SH8Z2VEF"],"itemData":{"id":781,"type":"article-journal","title":"Halo effects in trait assessment depend on information valence: Why being honest makes you industrious, but lying does not make you lazy","container-title":"Personality and Social Psychology Bulletin","page":"290-310","volume":"42","issue":"3","author":[{"family":"Gräf","given":"Michael"},{"family":"Unkelbach","given":"Christian"}],"issued":{"date-parts":[["2016"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Gräf & Unkelbach, 2016). These global evaluations may also make an impact on perceptions of individuals resulting in stronger judgments and confident decision-making.
References
ADDIN ZOTERO_BIBL {"uncited":[],"omitted":[],"custom":[]} CSL_BIBLIOGRAPHY Dasgupta, N., & Stout, J. G. (2014). Girls and women in science, technology, engineering, and mathematics: STEMing the tide and broadening participation in STEM careers. Policy Insights from the Behavioral and Brain Sciences, 1(1), 21–29.
Ghasabeh, M. S., & Provitera, M. J. (2017). Transformational Leadership: Building an Effective Culture to Manage Organisational Knowledge. https://doi.org/10.22543/0733.102.1187
Gräf, M., & Unkelbach, C. (2016). Halo effects in trait assessment depend on information valence: Why being honest makes you industrious, but lying does not make you lazy. Personality and Social Psychology Bulletin, 42(3), 290–310.
Kerger, B. D., Bernal, A., Paustenbach, D. J., & Huntley-Fenner, G. (2016). Halo and spillover effect illustrations for selected beneficial medical devices and drugs. BMC Public Health, 16(1), 979.
Kurniawan, Y., Nurhaeni, I., Mugijatna, M., & Habsari, S. (2018). Gender Bias in the Workplace: Should Women be Marginalized in Engineering Job? IOP Conference Series: Materials Science and Engineering, 306, 012132. https://doi.org/10.1088/1757-899X/306/1/012132
Mencl, J., Wefald, A. J., & van Ittersum, K. W. (2016). Transformational leader attributes: interpersonal skills, engagement, and well-being. Leadership & Organization Development Journal, 37(5), 635–657.
Odumeru, J. A., & Ogbonna, I. G. (2013). Transformational vs. transactional leadership theories: Evidence in literature. International Review of Management and Business Research, 2(2), 355.
Vries‐Erich, J. M. de, Dornan, T., Boerboom, T. B. B., Jaarsma, A. D. C., & Helmich, E. (2016). Dealing with emotions: medical undergraduates’ preferences in sharing their experiences. Medical Education, 50(8), 817–828. https://doi.org/10.1111/medu.13004
