Female Leadership
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Curated by Maria Rachelle
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Ambitious Women Face More Obstacles than Just Work-Life Balance

Ambitious Women Face More Obstacles than Just Work-Life Balance | Female Leadership | Scoop.it
The reasons women don't reach the top go beyond having it all and leaning in.
Maria Rachelle's insight:

Excerpt: "The truth is — as many have pointed out — that lots of ambitious people, male and female, make personal choices that take them off the path of leadership. It’s also true that women are often gently but firmly nudged off this path more frequently than men, when work and family invariably clash. And that is a problem. Not just for the women, but for the companies missing out on the benefits o fdiversity and the economy that's not playing with a full talent deck." 

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Women and the Economics of Equality

Women and the Economics of Equality | Female Leadership | Scoop.it
Maria Rachelle's insight:

If women in the United States, Japan, and Egypt were employed at the same rates as men, the GDPs of those countries would be higher by 5%, 9%, and 34%, respectively. So how can countries increase women’s economic participation? This article examins that question by evaluating more than 100 countries on two measures: the policies they had in place to support women, such as those guaranteeing access to education and credit, and the economic achievements of women there, including their level of participation in the workforce and employment in high-level jobs. The article provides an interactive matrix that depicts how countries stack up.  Read more now....

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Why We Need More (Women) Leaders

Why We Need More (Women) Leaders | Female Leadership | Scoop.it
Because we need more leaders, full stop.
Maria Rachelle's insight:

In today’s organizations, we need to unlock the leadership potential within so those who want to lead, get to. 

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"Feminine" Values Can Give Tomorrow's Leaders an Edge

"Feminine" Values Can Give Tomorrow's Leaders an Edge | Female Leadership | Scoop.it
The world requires a new paradigm, where empathy is innovation and vulnerability is strength.
Maria Rachelle's insight:

New insights and data on capabilities for modern leaders. Read more now....

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Florence Terranova, PhD MBA's curator insight, September 13, 2013 4:55 AM

Quite agree with this :-)

AlGonzalezinfo's curator insight, October 24, 2013 11:41 AM

Thanks for the great curation Maria Rachelle.  Starting with my mother, some of the most influential leadership mentors I have had are women.   This research makes a lot of sense to me!

 

Especially the following section:

 

Empathy Is Innovation. While leaders spend considerable time and effort trying to envision markets and pushing out innovation, empathy can often generate simple, yet breakthrough ideas. In her years working as an advocate for charities in Britain and abroad, Anna Pearson noticed a pattern: there were many people who wanted to volunteer — but were too busy (or had schedules too varied) to commit to a cause.

 

To bridge the gap between what volunteers could give and what people need, Anna re-imagined volunteering on a very small scale. Her London-based non-profit Spots of Time connects organizations with people who can give an hour or so at a time, and often at a moment’s notice. The lesson? Anna trained her empathy not just on beneficiaries of charity but also on volunteers. That kindness and sensitivity to others was the catalyst for creativity.

Robin Martin's curator insight, October 25, 2013 3:06 PM

Thanks for sharing this Al!

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Only Brave Women Become Successful Leaders

Only Brave Women Become Successful Leaders | Female Leadership | Scoop.it
I’ve been thinking lately about the role of education in the lives of young people today. Of course, I believe in education as a central element in our overall preparedness for what life throws
Maria Rachelle's insight:

A great perspective on how each of us can help develop young leaders. Read more....

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Six Paradoxes Women Leaders Face in 2013

Six Paradoxes Women Leaders Face in 2013 | Female Leadership | Scoop.it
The uncomfortable realities women still face, even as they succeed in ever-greater numbers.
Maria Rachelle's insight:

From the article: "one big hope is that women continue to bridge the gender gap in terms of pay equality and access to leadership positions. So much of the news was good last year: women were better educated than ever, we continued to claim coveted CEO roles at companies such as IBM and Yahoo.

Yet, in order to clear a path for greater advancement and parity in 2013, we need to address the difficult paradoxes that women leaders continue to face — these are the mixed messages and uncomfortable realities that complicate an arguably positive picture of progress."

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Three Myths About Your Strengths

Three Myths About Your Strengths | Female Leadership | Scoop.it
They're not causing your weaknesses.
Maria Rachelle's insight:

From the article: "One of the most dramatic changes in leadership development in the last decade has been the shift in focus from correcting weaknesses to identifying and expanding on strengths. As this movement continues to catch hold, three myths have emerged that deserve to be dispelled."

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The Hidden Side of Meetings

The Hidden Side of Meetings | Female Leadership | Scoop.it

"Managers at every level almost universally complain that many of their meetings are a waste of time. It's an old story, repeated over and over: "We didn't have an agenda." "We didn't manage the time well." "We didn't have the right people to actually make any decisions." It's a long list of dysfunctional behaviors that are familiar to just about anyone who has worked in an organization.

 
Maria Rachelle's insight:

Why is it so difficult for organizations to develop and sustain more effective meeting patterns?

 
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Anu Ojaranta's curator insight, June 28, 2013 10:50 AM

Good reading for most employers AND employees...

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How speech and language determine success in the workplace

How speech and language determine success in the workplace | Female Leadership | Scoop.it
Do you alter your speech patterns depending on the company you keep? Research shows that women who can speak like men in the boardroom will be more successful at work
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Maria Rachelle's comment, July 21, 2013 12:33 PM
From the article: "Men are men only by sounding like men, which involves giving orders, disagreeing, boasting, swearing, trading insults and bawdy jokes. Women talk like women: they chat, listen, tease, gossip, disclose, confess, apologise and agree. In short, they construct their disempowerment through their talk. In this new world with its new inequalities, the ability to talk like a man will pay dividends for alpha women only."
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The Most Effective Ways to Make It Right When You Screw Up

The Most Effective Ways to Make It Right When You Screw Up | Female Leadership | Scoop.it
Focus on the recipient's perspective, not yours.
Maria Rachelle's insight:

Words to remember: "we often forget what it's like to be on the other side—whether we're trying to apologize, impress, persuade, help, or motivate.  Read more now!

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5 TED Talks on Women and Leadership

5 TED Talks on Women and Leadership | Female Leadership | Scoop.it

Powerful women have been in the news a lot recently, helping companies large and small reach their full potential, making tough decisions, and refusing to let gender bias get in the way of their goals. For women who are just beginning their careers, it helps to see female leaders paving the path and breaking through the "glass ceiling" once and for all.

Maria Rachelle's insight:

Here are five TED Talks from women who are true examples of what can be accomplished with a bit of tenacity and ability.  Speakers are: 

Sheryl Sandberg, Amy Jo Martin,  Gayle Tzenmach Lemmon, Arianna Huffington, and Susan Cain.  Read more now.

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Centered leadership: How talented women thrive

Centered leadership: How talented women thrive | Female Leadership | Scoop.it
A new approach to leadership can help women become more self-confident and effective business leaders. A McKinsey Quarterly article.
Maria Rachelle's insight:

Words from this article: ..."Many people think that hard work will eventually be noticed and rewarded. That can indeed happen—but usually doesn’t. Women, our interviewees repeatedly told us, need to “create their own luck.” To engage with opportunities by taking ownership of them, you must first find your own voice, literally."    Read more now.

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Deborah Long's curator insight, May 26, 2013 7:25 PM

McKinsey study provides excellent insights on strengthening women's leadership. More than 80 women from around the globe were interviewed. 'Centered Leadership' identifies the kinds of qualities and skills driving successful female leadership.

Jillian Stone's curator insight, August 2, 2013 10:32 AM

A great model for how to manage life, work and energy to be effective, efficient and productive.

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Likability vs. Leadership

Likability vs. Leadership | Female Leadership | Scoop.it
Sometimes, being a good leader means doing things that employees and even you might not like and that might make you a bit less popular, or even hated, around the office.  In fact, some of the most s
Maria Rachelle's insight:

These words from the article grabed my attention: "Why likability is not the defining feature of a good leader."  Now is the time to read more.

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Helen Bryant's curator insight, May 10, 2013 9:20 AM

There is a difference between likeable and leadership - a likeable leader is where its at. .

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How Women Respond to Frustration at Work, and Why

How Women Respond to Frustration at Work, and Why | Female Leadership | Scoop.it

November 5, 2013

Maria Rachelle's insight:

Do women feel more frustration, or just express their feelings more?

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Women Rising: The Unseen Barriers

Women Rising: The Unseen Barriers | Female Leadership | Scoop.it

Even when  gender diversity is a corporate  priority there is frustration by a lack of results. That’s because the fundamental identity shift involved in coming to see oneself, and to be seen by others, as a leader.

Maria Rachelle's insight:

 The  authors write, that the subtle “second generation” gender bias still present in organizations and in society disrupts the learning cycle at the heart of becoming a leader. Women must establish credibility in a culture that is deeply conflicted about whether, when, and how they should exercise authority. 

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Why Do So Many Incompetent Men Become Leaders?

Why Do So Many Incompetent Men Become Leaders? | Female Leadership | Scoop.it
The real gender issue isn't a lack of qualified women, but a surplus of unqualified men.
Maria Rachelle's insight:

A provocative article. Read more now.

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Tom Wilson's comment, September 15, 2013 4:28 PM
At this moment, America politicians and journalists are nurturing a number of dangerous perceptions about Russia and the world that President Putin was brushing up against in his comments about "AMerica exceptionalism". Basically, America is the most dangerous nation in the world because nobody can really challenge us and we think out shit doesn;t stink. Iraq is one consequence, but the attitudes of most of Washington is totally Cold War and everyone pretty well holds the Conservative position that we vanquished Russia in a war and we are entitled to the fruits of the conquerer, when the fact is Gorbachev pulled the plug on a bad idea and joined our side. But my point is that this is a another example of a shared reality based on perceptions that are unchallenged. I believe Obama, who is as prone to this point of view as any American, has the moral courage to reconsider this reality and, as I say, I think Syria will validate him and Putin before either man leaves office while Bush is hoping History will vindicate Dick Cheney in 50 years or so.
Tom Wilson's comment, September 15, 2013 4:44 PM
As far as the connection between "likability" and "hassles" is that the perceived need to be likable and the need for mission focus are not entirely collateral agendas: likability is not on the critical path, but there is always an element in a population for whom likability is the essential competence. Very often, there is a covert agenda attached to this requirement, which is to say, the people who want you to be more likable want to exercise a controlling variety over your behavior by limiting your variety. That is where the hassle comes in,
Tom Wilson's comment, September 15, 2013 5:17 PM
I just read the Likable versus leadership article and it is a useful discussion. I agree with much of it. In the military context, one of your tasks is to create player subordinates who can take your place if you are killed. I know that seems extreme, but that dimension should always be an element of command. This article brushes up against this issue in its statement that the object is to get people committed to the mission and not to the personalty of the leader. But the little preamble to the article presents an issue that defines the whole issue: leadership is not a popularity contest. Now, for my money, Steve Jobs was just a bully and he reflected a subculture in the business embraced of the winning through intimidation ethos of the Corleone family. It is very popular among MBA's, generally, the Donald Trump Kick Ass and Take Names You;re fired management style. The fact is, management by fear is the dominant management philosophy in the American corporate culture, so it is hard to narrow the phenomena down to a specific coalition. As a Ranger, I was something of a kick ass and take names kind of guy in the military, but the military is a different culture and it never lasted very long.You got to get everyone's attention and change of command is always hard on everyone. But in the day intercourse of work, it is hard to be the simple courtesies and conventions of polite society to buffer whatever rough edges your circumstances may require. My dad, who was a colonel, never failed to thank his drivers and other orderlies he might be assigned during his travels when it was not at all required by protocol. My dad was likable, but he could bring both privates and generals up short when he felt the need to do it. But he was always a model of courtesy. George C. Marshall went out of his way to avoid any appeal to flattery or off-task sociability: he called Eisenhower "Eisenhower" after he became president and he refused to allow FDR to call him anything but Marshall or General. He was one of the greatest of the greatest generation. But he was never popular, in the Access Hollywood sense of the word. On the other hand,George W. Bush's role as president of the Texas Rangers was almost entirely defined by likability. Of course, he was surrounded by people who did all the heavy lifting. Nevertheless, he was a very effective element of the Texas Ranger's business plan.
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Tell Me Something I Don't Know About Women in the Workplace

Tell Me Something I Don't Know About Women in the Workplace | Female Leadership | Scoop.it
An overview of the often startling research on female leadership.
Maria Rachelle's insight:

This article takes a indepth examination of women and leadership.  It highlights the powerfl and unseen barriers women encounter.  It is a must read for everyone.  

 
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Rim Riahi's curator insight, August 28, 2013 1:49 AM

A recent study found that female leaders bested their male peers on traits like empathy, influence, and conflict management, and even have a slight edge when it comes to being self-aware. 

Jonathan Kaus's curator insight, April 22, 2014 10:33 AM

This article contains facts about women and how they do not make up a large part of the work force and facts about how they are discriminated against in the workplace. This relates to HTS because the women in Saudi Arabia can't find jobs because the men do not want them working. 

Summer L's curator insight, May 8, 2014 11:16 AM

This article speaks of how women are speaking up and having a lot of leadership in the office and outworking the men. 

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Study: Women Get Fewer Game-Changing Leadership Roles

Study: Women Get Fewer Game-Changing Leadership Roles | Female Leadership | Scoop.it
How inequality in development opportunities helps explain the gender gap in senior management.
Maria Rachelle's insight:

From the article: "Many studies have shown that the representation of women in the senior ranks has been virtually unchanged for years, despite considerable organizational investment in talent management systems. Because leadership development begins early in careers, could inequality in development opportunities explain the gender gap that also emerges so early?" Read more....

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Seven Transformations of Leadership

Seven Transformations of Leadership | Female Leadership | Scoop.it
Maria Rachelle's insight:

Exerp from the article: "Most developmental psychologists agree that what differentiates leaders is not so much their philosophy of leadership, their personality, or their style of management. Rather, it’s their internal “action logic”—how they interpret their surroundings and react when their power or safety is challenged. Relatively few leaders, however, try to understand their own action logic, and fewer still have explored the possibility of changing it."

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Rim Riahi's curator insight, August 28, 2013 1:52 AM

Most developmental psychologists agree that what differentiates leaders is not so much their philosophy of leadership, their personality, or their style of management. Rather, it’s their internal “action logic”—how they interpret their surroundings and react when their power or safety is challenged.

David Hain's comment, August 28, 2013 3:52 AM
The research is based on a sentence-completion survey tool called the Leadership Development Profile. Using this tool, participants are asked to complete 36 sentences that begin with phrases such as “A good leader…,” to which responses vary widely:

“…cracks the whip.”

“…realizes that it’s important to achieve good performance from subordinates.”

“…juggles competing forces and takes responsibility for her decisions.”

By asking participants to complete sentences of this type, it’s possible for highly trained evaluators to paint a picture of how participants interpret their own actions and the world around them; these “pictures” show which one of seven developmental action logics—Opportunist, Diplomat, Expert, Achiever, Individualist, Strategist, or Alchemist—currently functions as a leader’s dominant way of thinking. Leaders can move through these categories as their abilities grow, so taking the Leadership Development Profile again several years later can reveal whether a leader’s action logic has evolved.
David Hain's curator insight, August 28, 2013 3:53 AM

Wellworth taking the test -  the best I have done!

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The 4 Pillars Of Stable Leadership

The 4 Pillars Of Stable Leadership | Female Leadership | Scoop.it

Stable leaders model a level of constancy and consistency that individuals, teams, and organizations so desperately need, but often find missing.


Via Kenneth Mikkelsen
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David Hain's curator insight, July 1, 2013 6:14 AM

Nice piece from Mike Myatt.

John Michel's curator insight, July 1, 2013 10:33 PM

A lack of stability harms culture, stifles productivity, erodes trust, and makes it extremely difficult to retain top talent. Instability can also be a harbinger of bigger problems. The passing of time will usually reveal unstable leaders also tend to be lacking in several other areas.

Rim Riahi's curator insight, July 3, 2013 1:40 AM

Stable #leaders model a level of constancy and consistency that individuals, #teams, and #organizations so desperately need, but often find missing.

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Dysfunction in the Boardroom

Dysfunction in the Boardroom | Female Leadership | Scoop.it

For years women have sought greater representation on corporate boards. And most boards say they want more diversity. So why did women hold only 16.6% of Fortune 500 board seats in 2012? And why, for the past six years, has that percentage been relatively flat, increasing by just two points, according to data from the research firm Catalyst?

Maria Rachelle's insight:

Excerpt from the article: "The data also indicate that female board members may have made different trade-offs on their way to the top. In comparison with male directors, fewer female directors were married and had children. A larger percentage of the women were divorced—suggesting they may have incurred greater personal costs."

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MIT On The Two Most Underrated Leadership Skills

MIT On The Two Most Underrated Leadership Skills | Female Leadership | Scoop.it
VideoLeadership is changing. A big part is the impact of the Millennials. They are less apt to respond to command & control and respond much more positively to a different kind of leadership. Even a recession has not cured them of this.
Maria Rachelle's insight:

A great read!

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ratzelster's curator insight, June 24, 2013 1:44 PM

If you are wondering how to balance visioning and "relating" to your team, this article is for you.  It's a changing world and a good idea to allow yourself a little tune-up on both.

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The Body Language Mistakes That Women Leaders Commonly Make

The Body Language Mistakes That Women Leaders Commonly Make | Female Leadership | Scoop.it
Learn about the body language mistakes that women leaders commonly make.
Maria Rachelle's insight:

This article brings awarness to the  non verbal communiation signals made by female leaders and opens up the  opportunity for change.  Read more now. 

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William Barry, Ph.D.'s comment, June 14, 2013 11:05 AM
Great article! Thank you, Maria!
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Givers take all: The hidden dimension of corporate culture

Givers take all: The hidden dimension of corporate culture | Female Leadership | Scoop.it
By encouraging employees to both seek and provide help, rewarding givers, and screening out takers, companies can reap significant and lasting benefits. A McKinsey Quarterly article.
Maria Rachelle's insight:

A must read article!

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Creating the Best Workplace

Creating the Best Workplace | Female Leadership | Scoop.it

"...authenticity and effective leadership.  Simply put, people will not follow a leader they feel is inauthentic. But the executives we questioned made it clear that to be authentic, they needed to work for an authentic organization."

Maria Rachelle's insight:

What did these leaders mean by an authentic organization? Read about it now.

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