admin Age, gender, or skin colour have little bearing on leadership. Anyone with a mission in mind, a vision in their eyes, and a spirit of never giving up in their hearts may be a leader. Take, for example, Greta Thunberg, a 17-year-old who is spearheading the charge against climate change. Alicia Garza, for example, is credited with laying the groundwork for the global Black Lives Matter movement, with millions of people fighting with her. Women like them are role models for fierce female leadership who fight for what is right no matter the cost.
It’s safe to say the world has changed quite a bit when you see such bold leaders, especially women, marching in the streets or heading a corporation from a corner office. Until a few decades ago, just a few women held positions of leadership. Today, however, they can be found in parliaments, the Supreme Court, space stations, and Fortune 500 companies. According to a recent survey, “there are 12.3 million women-owned enterprises in the United States as of 2018.” In 1972, there were just 402,000 women-owned companies.” Women have risen to the top not just in the United States, but in several other countries as well.
Let’s look at some of the leadership skills that distinguish women and help them succeed in their endeavors. They are as under-
A different viewpoint towards the problem-solving ability
Women have a unique ability to look at an issue from a variety of angles. It provides them with an advantage in assessing critical circumstances and devising solutions that no one else has thought of. Consider Katie Bowman, a computer scientist from the United States who contributed to the development of the algorithm that produced the first-ever photograph of a black hole. Her team was able to capture a ring of dust and gas in 2019 after working for three years to solve this complicated riddle, confirming Einstein’s theory of relativity.
The leadership of New Zealand’s Prime Minister Jacinda Ardern is another example of quick thinking. When world leaders were still figuring out how to contain the COVID-19 spread, Jacinda was one of the few who had already put her country under lockdown. While doing so, she used straightforward language and clear directions to support the citizens of her country. New Zealand has only reported 25 deaths yet.
A holistic, self-reflective approach to work
Women in positions of leadership prioritise the overall goal over their interests. According to a study performed by Saba Software, 60 per cent of male employees want their firms to have an active part in their career prospects, compared to 49 per cent of female employees. “In contrast to males, who tend to be career-centric and desire to optimise their financial return from work, women view work more holistically, as a component of their whole life plan,” Emily He, former chief marketing officer at Saba, said in an interview. As a result, they’re more likely to think on their careers and value aspects like meaning, purpose, coworker connection, and work-life integration.”
Balance between work and life
Is it true that women are better at balancing work and life than men? While it may be subjective, evidence suggests that it is. Women leaders aren’t merely CEOs or scholars who work around the clock. They’re also mothers and wives with responsibilities to their families. As a result, maintaining a work-life balance for women is no longer a choice, but a need. Women leaders become more sympathetic and approachable as a result of this desire.
Women are better at developing good relationships with their colleagues and subordinates, according to a survey performed by the advisory firm Gallup, which included about 27 million employees from around the world. Women leaders are viewed as mentors, rather than bosses, who support work-life balance for improved productivity and satisfaction.
Connecting with others in an empathetic manner
Empathy is a powerful emotion that, when used effectively, may inspire individuals to join forces and make a dream a reality. No one knows how to use empathy as a force to bring people together and get things done better than women. Women are connection builders and change masters, according to a Committee of 200 reports, who use their empathic approach to develop a common purpose and vision. It allows them to engage with their colleagues on a deeper level, fostering trust, support, and mutual respect. And the results are usually better when everyone is on the same page in terms of motivation and drive. According to a McKinsey study, companies with more women in management positions have better financial success than their peers.
An expert at listening
When Mary Barra became the first woman to run a major auto business in 2014, she made history. But, before she could celebrate her accomplishment, the organisation was rocked by an unforeseen catastrophe. Following an examination by the government, the business was forced to recall 2.6 million vehicles and pay $900 million in fines. Mary saw this as a chance to transform the company’s culture rather than a disaster. And she used her strongest skill, listening, to do this. Mary was said to have had multiple meetings with her peers and subordinates throughout the months, listening to everyone’s thoughts before forming her own. It aided her in accomplishing two goals: first, creating an environment that embraced all types of thoughts and perspectives, and second, opening the door to new chances and creative solutions.
Many female leaders, not only Mary, use their listening abilities to create a productive environment.
Transformational rather than self-serving
What gives female leaders an advantage is their ability to work beyond their ego-centrism and inspire others to reach their full potential. They have the potential to improve their coworkers’ talents by encouraging them to do so. Rather than taking a self-centred strategy that prioritises their own opinions over those of others, inspiring female leaders to encourage everyone, particularly juniors, to freely share their views. According to research, women leaders are more “transformational” and less transactional than men. Rather than emphasising individualism, they want to strengthen bonds with their team by encouraging people to believe in themselves. Such leaders can assist their team members in becoming high-performing and capable employees. They’re like inspirational coaches who can motivate others, even when they don’t believe in themselves, to improve their own and the team’s total productivity.
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