International Centre for Women Business Leaders Director: Professor Susan Vinnicombe OBE We are committed to helping organisations to develop the next generation of leaders from the widest possible pool of talent. We are unique in focusing our research, management development and writing on gender diversity at leadership level. "I welcome this report, the eighth compiled by Professor Susan Vinnicombe and Dr Val Singh, and the crucial role it plays in continuing to highlight the bariers to women's advancement in FTSE 100 companies. These reports continue to provide the necessary evidence base to underpin efforts to increase board diversity. ... If we are to identfy a path for women to the boardroom, reports such as these prove that action must be taken now to fully utilise the skills and talents of the UK workforce." Rt Hon Ruth Kelly MP, Secretary of State for Communities and Local Government, and Cabinet Minister for Women (from Foreword to Female FTSE Report 2006). It is widely recognized that there is a gender imbalance at senior management/leadership level. The Centre aims first to understand the issues facing senior women managers, and second the impact of organizational and personal factors on women's managerial careers. Research findings then inform the Centre's management development activities.
Our Objectives • Lead the national debate on gender diversity and corporate boards. • Deliver the trailblazing programme "Women as Leaders". • Provide a centre of excellence on women leaders, from which organisations can obtain the latest trends, up-to-date research and benchmark best practice. • Identify and examine emergent issues in gender diversity and leadership, through sponsored research in partnership with industry, government and other organisations - eg our leading edge Female FTSE Index and our study of the link between flexible working and performance with working families. • Share academic research findings globally through conferences, workshops, and academic articles. • Contribute to the wider community • Regular speaker or numerous women's networks • Judge a number of women's awards, including European Women of Achievement, Asian Women of Achievement, Management Today's 35 women under 35 and the top 50 most powerful women. Also National Business Awards. • Practitioner reports and articles in the international press • Quarterly meetings for Centre meetings and friends of the Centre • Network - via quarterly e-newsletter (to all past delegates) Research projects within the Centre fall into a number of themes which have been developed in collaboration with industrial and public sector partners:
• Women Directors/Leaders • Role models • Women and organisational politics • Managing diversity • Career management • Flexible working • Gendered cultures • Women and management education • Women's corporate networks Through research, consultancy and management development activities, the Cranfield Centre for Women Business Leaders is committed to helping organisations and women managers world-wide to take positive steps towards redressing the current gender imbalance at executive levels. paper that argues that because of stereotypes and society's portrayal of women, they are not able to be military leaders. The paper argues that, while there have been some cases in which women proved themselves to be worthy military leaders and good soldiers, an analysis of the qualities of the good military leader and the good combat soldier illustrates that women will not serve well in this capacity. It argues that the nature of the work itself versus the nature of the female, and the stereotypes surrounding women could serve as obstacles towards soldiers following a woman's command. Includes annotated bibliography. "Leadership is defined as the sharing of responsibilities, where the leadership applied must be validated by the agreement of the followers. It is a studying of problems relying on past practices to ensure predictability, being willing to take risks and to consider new approaches. A leader should emphasize the importance of making decisions independently and consider himself as the prime vehicle for decision making. Leaders should have certain characteristics that set them apart from others. Good leaders develop through a never-ending process of self-study, education, training, and experience. However, the military leadership is defined as the process of influencing others to accomplish the mission by providing purpose, direction, and motivation. The efficient military leadership traits are efficiency, stability, vitality, action, power, endurance and maturity. Many have argued that females do not have these characteristics of military leadership as they are inferior to men and therefore cannot lead men. It is very probable that as Kim Field and John Nagl, both members of the U.S. military, argue, the physical inferiority of women compared to males, supported the general view of women as inferior. However, the stereotyped image of the woman as weak and needing the protection of a male figure has been destroyed." Keywords: soldier obstacle society command
Women in the workplace, 2007 http://www.academon.com/lib/essay/leader-women.html An analysis of the factors contributing to the decline in the numbers of women entering the workforce. Abstract This paper discusses the overall decline (since the mid 1990s) of growth in women entering the workplace. The paper discusses some of the reasons that may be contributing to the decline in numbers. It looks into discrimination, the pressures of pursuing a career and also starting a family and cultural and economic factors. The paper concludes that a solution must be found on how to promote greater innovation and to champion entrepreneurship so that the next generation of industry leaders will be headed by just as many women founders, as men. From the Paper "The concept of women in the workplace has been explored thoroughly in the past half century. From the 1950s to the 1980s, the growth of women entering the workplace was set at a blistering place. It fostered a strong culture and overall transformation of the American society and especially business dynamics. However, the overall pace of growth in women entering the workplace has been in slow decline since the mid 1990s. Although many claim that the recent decline has nothing to do with discrimination, or any other prevailing external force, experts still explain that there are major problems with women staying active in the workplace dynamic. Strong indications are that the reconfiguration of women's lives as a result of both the pressures of pursuing a career and also starting a family has stressed many to limits."
Do Corporations develop leaders? This paper explores whether organizations themselves develop leaders or if they hire leaders with previously acquired leadership skills. Abstract This paper examines corporations that are known for demonstrating strong leadership skills and explores whether these corporations themselves have developed these leaders independently. The paper analyzes and compares different leadership styles in order to show what types of leadership skills and methods are acquired prior to gaining a powerful position within a company. The paper discusses which skills are essential for an organization to develop in order to survive in today's competitive economy. The paper concludes that available research indicates that some corporations do and others do not develop leaders. The paper notes, however, how the available research has limitations. From the Paper "In the past few decades, competition among all types of corporations, regardless of their goods or services sold,
has dramatically increased. As a result, leadership theories have emerged as key factors in determining the longterm success or ultimate failure of such organizations. However, a valid question for research in this area is whether corporations truly develop leaders that result in the success of the corporation, or are successful companies hiring strong leaders that have the ability to expand on their previously acquired skill set."
Women in the American Work Force, 2004 An analysis of the effects and issues related to the promotion and use of women and their skills in the American work force. Abstract This paper examines what barriers still exist, if any, to the advancement of women within the executive tiers of the American work force. The paper explores the effects and issues related to the promotion and use of women and their skills in the American work force. The paper intends to discover whether organizational systems are using their female work forces to their fullest potential. The paper will also examines the common views and perceptions of female leaders vs. male leaders within corporations encompassing several different industries. From the Paper "The lack of advancement of women in management within the corporate world is a continuing problem among companies large and small. Several studies examined support the notion that though women are successful in business, they still face traditional stereotypes and obstacles to advancement at the highest levels of organizations (Eagly & Johannasen-Schmidt, 2001). Though women are entering the business world in greater numbers but barriers still exist to their advancement in the structure of work organizations, the structure of the educational and economic systems, and in the social order. Many studies conducted of discrimination and related topics in the workplace are still very recent, indicating that a problem still exists for women in the workforce." Abstract This paper details the rulers of America today. The writer explores what makes a leader and then uses examples of current American leaders to illustrate those traits. The paper takes the reader on a tour of leadership roles by today's societal standards. Leaders examined are Jesse Jackson, Bill Gates, George Bush and others. From the Paper "The United States is considered by many to be a leader in the world. Other nations turn to the states for guidance and assistance. Being the leader is a burden that America has born nicely and lived up to the challenge. America is considered the strongest powerful nation in the world so it is easy to understand why it is a leader. The leader of
America are also strong and powerful people. To be able to lead the most powerful nation in the world the leaders of the nation have to share some common traits."
Traits of a leader,2002 Discusses the different quality traits needed by a leader, according to popular theories. Abstract This paper examines the following questions: What makes a successful leader? Are there certain traits and distinctive characteristics known as "dispositions" that make one person a leader over another? Or does the leader evolve out of the situation. In effect, this is a question of is a leader made or is he or she born? The paper answers these questions according to leading theorists in the field. From the Paper "In the self-concept-based motivational theory of charismatic leadership, George & James (1993), argue that charismatic leadership has the effect of strongly engaging followers' self-concepts in the interest of the mission articulated by a leader. The theory suggests that charismatic leaders increase the intrinsic variance of efforts and goals by linking them to valued aspects of followers' self-concepts."
Managers and Leaders, 2007 This paper discusses managers and leaders and their respective functions. Abstract The paper looks at the differences between the job of a manager and of a leader. The paper illustrates how a leader inspires whereas a manager maintains. The paper also explores the factors that influence an average manager to become a great leader. From the Paper "Managers and leaders can be two different people, and sometimes if one is lucky it can be the same person. There are good managers, and on the other hand, there are good leaders. Sometimes, a good leader has no idea how to manage effectively, and also the reverse is true as well; good managers might not know how to lead. " Managing is working within boundaries while leading is expanding boundaries. Managing is controlling resources while leading is influencing others. Managing is contracting how and when work will be done while leading is pursuing enough data to decide now. One difference suggested by this list is that managing may be more analytical, while leading may be more intuitive and visionary. Thus, these are really more accurately described as actions than absolute roles." (Robbins, 1998)"
The Team Leader, 2006 This paper examines the role of the team leader in the workplace. Abstract This concise paper details the criteria for choosing a productive and competent team leader. The writer contends and explains why a team leader must be a good role model to his or her staff. This paper stresses the need for positive motivation on the part of the leader as well as the material and emotional elements, such as rewards and compliments, which encourage the team members to perform at their best. The writer also explores the negative personality traits of a team leader which can result in the overall failure of the team. From the Paper "A team leader must be a good role model to his members. He must demonstrate the sense of the term "team" that is, to work together selflessly and to achieve the goal out of every member's contribution. A team leader must serve as a bridge between his members. He must consider every member as a unique individual whose individuality can provide gain to the team. Moreover, he must promote equality among his members. Also, it is a very essential quality of team leader to have a good sense of open communication with his members. He must provide continuous team information to his members, such as team status, to make the whole team updated. It is also ideal for him to have self-acceptance, such as during instances when members provide valuable suggestions, or when he did something wrong."
The Making of a leader, 2002 A study of the characteristics of a business leader. Abstract This paper examines the personality of a business leader and how a company can discover the leader amongst its employees. It investigates standardize and psychological testing, leadership training, and argues that each company needs a leader specific to its particular business. The paper's author defines the dynamics of leadership as understanding how to work with people, observe others and keep the lines of communication open. From the Paper "Business leadership is both a science and an art. Yes, there are successful executives who just seem to be born with the knack, just as there are painters who seem to have been born with a brush in their hand, and great musicians who were composing before they could walk. But, we can't all be Mozarts, most of us must observe, study, and practice the techniques of success. Business is a skill, and like any other skill, its secrets can be learned. First off, however, we must take a look at what exactly constitutes this elusive concept we call "leadership." What exactly is a leader?"
The Leader4s Role, 2004 Looks at the role of a leader in a team-based organization. Abstract This paper explores the virtues and qualities that are required to perform the role of a leader with success. The paper contrasts the role of a leader as one who inspires and empowers employees with the role of a manager as one who commands and pushes employees. The paper discusses the importance of teamwork in an organization and the behaviors a leader must possess in order to successfully lead a team-based organization. From the Paper "In any organization, for the team to be successful, it's mandatory to have a strong leader because it's the leader who leads the team to achieving the goals with commitment to transform the company to success. With proper planning and organization, the leader's role is to achieve a successful change. When organizations begin to transform into structures with a team-based approach, leadership is not executed by the senior management, but even by the departmental heads. Capable leadership is an asset to the company. In short, strong leadership highlights the difference between an average and a successful organization."
Leaders and Leadership, 2006 Discusses leaders and the issue of change. Abstract This paper discusses leaders and the issue of change. It contends that outstanding leaders are not afraid to confront the challenges presented by change, persuade others to follow their vision, and use their power. From the Paper "Outstanding leaders are not afraid to confront the challenges posed by change. As Jon L Pierce and John W Newstrom have pointed out leaders engage in the art of inducing compliance exercise influence persuade others to follow their vision ..."
Bill Gates as a Charismatic leader, 1999 Analyzes the Microsoft leader's foresight and vision, organization, development process, philosophy and transformational ability. Abstract In this analysis, the theory of a charismatic leader is applied to Bill Gates. His management style is analyzed within the framework established by leadership theorist Conger who suggests that a charismatic leader is one
who has both vision and strategy how to keep their organizations healthy and competitive well into the 21st century. how organizations and their leaders must evolve, not only to survive but also to prosper. The emphasis is on creating flexible organizational structures that can respond effectively to global competition, information technology, innovation and customers' changing habits. Avoiding platitudes, these wide-ranging essays provide a wealth of innovative thinking on leadership and management strategy. This second book analyzes the internal and external challenges facing organizations today and in the future. How facing those challenges might change the role and the structure of "the organization." ภภภภภ(Women view politics as a dirty game) ภH ภ8 !
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