Exploring Gender Communication Leadership Dynamics

Exploring Gender Communication Leadership Dynamics By Adrian
The "USA Today" reported that in January, 2007, President Obama signed into law a gender equity directive named, "The Lilly Ledbetter Fair Pay Act" which allows for individual workers to sue for pay discrimination. In addition, recent employment statistics as reported by "USA Today" show that women are edging closer to outnumbering men in the workplace for the first time in history due to long term changes in women's roles, and the millions of jobs lost during the recent recession. Even as the female workforce increases towards majority levels, and gender equity salary laws are enacted, women are still less likely than men to be CEOs of large companies.

Fine and College (2009) noted that there are only 9 CEOs in the top 500 corporations in the United State and added, "women comprise only 5% of the top earners, 16% of corporate officers, and 13.6% of board members" (p. 182). Furthermore, these authors explained that organizations reflect gender and power interactions that are present in the larger society, and that research implies that masculine types of leadership are more valued and rewarded by corporations. Leaders in the U.S. and Western cultures are perceived to have these masculine qualities, such as being direct and powerful (Fine and College, 2009).

The way in which men and women are perceived in terms of how they lead, how they interact and communicate in small groups and interpersonally, may have implications, as the previous statistics might suggest. Fine and College further explained that recent studies have shown that women leaders do operate differently than men, and that they are likely to be more collaborative, nurturing, and democratic (2009). These authors added that despite gains made by women in the workplace, studies indicate that good managers continue to be described as masculine.

This paper will review gender theories on small group and interpersonal communication. Explore female leadership approaches, and perceived communication leadership effectiveness. Discuss relevant research in the area of communication leadership, and integrate relevant theories and research to a small group case study, as well as an individual interview recently conducted. Finally, future implications of this data and research in the area of communication leadership, and gender roles in the workplace will be discussed.

Small groups gender theories

Meyers, Berdahl, Brashers, Considine, Kelly, Moore, Peterson, and Spoor noted that scholars form the feminine perspective attempt to understand and advocate the elimination of oppression and dominance, and to be replaced with equal relationships (as noted in Poole and Hollingshead, 2005). Meyers et al., added that feminists assume that men and women are each equally capable; factors such as societal or political influence gendered behaviors; gender impacts groups. Furthermore, these authors explained that feminist theorists are interested in examining how relationships, power, and roles are formed within groups based on sex and gender.

Structural Inequality is an example of a feminist theory that focuses on political, social, and economic structures that influence gender, social, and sexual roles and how these structures reinforce roles, giving men an advantage over women (Meyers et al., as noted in Poole and Hollingshead, 2005). Meyers, et al. discussed research findings related to feminist perspective on small group communication; for example, same sex groups engage in more gender stereotypical behaviors than do mixed groups; men prefer a more top down, autocratic form of leadership, and women prefer a more shared, democratic approach; men are selected as task leaders more often than not; in a competitive environment, men use information to benefit their own standing, and women are more likely to share information (as noted in Poole and Hollingshead, 2005).

Interpersonal communication theories

Parks explained that it appears that men and women go about establishing personal relationships in similar ways (as noted in Stewart, 2009). Parks continued, "for both men and women, closeness, commitment, and the amount of communication with the partner are all positively linked to each other and to the level of support and interaction with network members" (Stewart, p. 347).

Wood explained that gendered speech communities teach each sex to communicate in ways that society defines femininity and masculinity (as explained in Stewart, 2009). Wood added that not all women operate from social normative feminine perspectives, and that not all men mirror these normative views of masculinity, but research does indicative that typically women and men do integrate each of these viewpoints, respectively, from their speech communities (Stewart, 2009)

This author explained that men usually view intimacy established one time, and need no further mention of it; whereas women, in general, require additional and continuous discussion on the matter of intimacy. Wood noted that tension occurs between genders because of misinterpretations on communication, and that it would be beneficial if each sex avoided attempts to interpret other's through their own lens (perspective); adding "to understand them on their own terms" (as noted in Stewart, 2009, p. 362).

Exploring female communication leadership approaches and social norms

A survey in 2000 by Business Week related to workplace management interaction showed that women consistently rated higher than men in peer performance reviews in areas such as motivating others, fostering communication, and producing high quality work (Rapopart, Bailyn, Fletcher, & Pruitt, 2002). Yet many women have reported that in the workplace, men tend to dominate in mixed groups, and are more aggressive in expressing their views; subsequently gaining advantage in the workplace in terms of status and power (Distelhorst, 2007).

It would seem that these two points of information seem to contradict each other. But perceived gender roles in our society and in the workplace value masculine dominant traits, and overlook relational competence or the ability to communicate
(Rapopart et al., 2002). Socialization explanations of gender point to learning these types of "gender roles" from birth and on into the school system, family, peer interaction; and that men and women are socialized differently around dominance and deference (Distelhorst, 2007). This would seem to support the premise and inquiries of feminist theorists in small groups, who are interested in how groups are formed based on power, relationships, and communication (Meyers, et al. as noted in Poole and Hollingshead, 2005).

Fine and College (2009) added that research has shown that male masculine leadership approaches such as aggression and power are more valued in the workplace, than female leadership methods, for example collaboration and encouragement. Fine and College (2009) further mentioned that research has also indicated that as opposed to men, women leaders are more willing to help other's and, "are more likely to engage in caring, personal communication" (p. 184).

The workplace has historically valued these male traits, as many company's over emphasize technical abilities, while overlooking important skill-sets, such as team building, cooperation, and reflective analysis (Rapopart et al., 2002). In many cases traits and skills such as relational competence that are thought of as female in nature, can be just as important to a company as technical abilities, but are not valued, as previously mentioned. (Rapopart et al., 2002). One example of the importance of relational competence to an organization is relationship building with potential and current clients, as this is necessary for any successful business.

Winter, Neal, and Waner (2001) noted that men more than women are more likely to become group leaders and men participate more in mixed group discussions. Winter, et al. added that some research indicates that women are held to higher standards in team work situations, and in these groups women tend to share info, and that even when women adopt male communication styles, they are more likely to be dismissed (2001). The authors added that many of these gender differences may be a result of culture and role expectation.

Relevant research

Fine and College (2009) conducted a narrative survey of 15 prominent female leaders to discuss their experiences. The authors of this study explained that the purpose of the qualitative surveys was to highlight similarities and tie them to existing theories, or examine possible new theoretical approaches to leadership. All of those interviewed were Caucasian. In terms of leadership behaviors all participants expressed the importance of team work, and all believed in open communication. Many noted how being inclusive and team building were important aspects to leadership.

In addition, as it relates to communication, one participant explained how important it was to communicate to her staff, and that she encouraged all ideas to be expressed. Fine and College noted that one of the implications of the interviews was that these leaders considered ethics central to the charge of leadership, and that caring was also vital as a leader (2009). These authors explained that the narratives indicated that women leaders not only view the issue of moral leadership as important in dealings and interactions within the company, but also extended to organizational character, ethical policies, and decisions making that benefit the outside world.

A separate study by Aldoory and Toth (2004) focused on types of leadership styles in the public relations area. This study explored transformational leadership: a more collaborative approach associated with female leadership practices, and transactional: more associated with male authoritarian leadership style. Aldoory and Toth randomly distributed 4,000 questionnaires to members of Public Relations Society of America (PRSA) to measure leadership traits. There were follow-up focus groups conducted to get more in depth information from respondents.

This study found that the survey respondents favored transformational leadership style over the transactional leadership method. Those surveyed agreed that today's leaders need to challenge traditional company protocol, that good relationships between leaders is important, and that effective leaders in public relations should help improve people's self worth. In addition, these respondents disagreed that a leader cannot be emotionally involved and also be effective, and must stay in control at all times.

Furthermore, focus group discussions supported situational leadership, which combines transformational and transactional leadership in dealing with unique situations. Women in public relations combine both types of leadership styles, depending on the situation. Finally, women overall were viewed as better leaders in public relations due to socialization traits they have acquired, such as empathy and collaboration, resembling transformational leadership. An additional study conducted by Rucker and Gendrin (2007) examined direct communication approaches and satisfaction communication styles between males and females The 203 participants were from a predominantly White mid-western university, and completed questionnaires over a two semesters to make sure there were enough respondents.

One interesting aspect of the results of this study had to with direct and indirect communication styles between the sexes. In terms of indirect communication, men scored significantly higher than women, which as the authors noted is contrary to prior research. Rucker and Gendrin (2007) explained that this could because of the influence of technology communication in today's communication process, which has multi dimensional platforms, and is no longer a two way model. They further noted that today's communication style focuses on the individual in a more participatory environment. One example of this could be Facebook.com or Twitter.com, where people post pictures, videos, blogs, direct message, and communicate with a variety of people using this communication technology platform.

In addition, women tend to be more verbal, but new technology communication tools can facilitate a more direct approach to communication (Rucker and Gendrin, 2007). Furthermore, women are increasingly entering higher education making them more independent economically and having more influence on new methods of communication, which is more inclusive through this media technology where they can be just as assertive as males.

Small groups focus group

This focus group on "gender differences in leadership roles" consisted of 4 males and 3 females, all undergraduate college students, age range from 18 to early 30s. Samples of the some of the questions were as follows: What are your thoughts on women and men in leadership positions? What has been your experience with working with Women or Men in leadership roles? Did you notice any differences in terms of how either gender approached situations or problems?

Results

Overall the group felt that although there have been strides made in term of equality in the work place when it comes to women in leadership roles, the reality does not fit this ideal; women are still behind men in this area, and are at a disadvantage. Fine and College (2007) noted that the numbers for women in powerful positions such as CEOs of fortune 500 companies is less than 1%.

Some in the focus group explained that women are more professional, men operate in a "man's world" or "boys network" and are aware of the advantage they possess and in many cases abuse this power position by acting unprofessionally and unethically. Although several in the group preferred a male leadership style because of a more direct approach that men tend to have, per their experiences. Fine and College (2009) noted that research has shown that male masculine leadership approaches such as aggression and power are more valued in the workplace, than female leadership methods, for example collaboration and encouragement.

Many felt that whether it's a male of female leader, they want someone who is a critical thinker, fair, impartial and imparts trust; and that they can do the job, no matter the gender. Furthermore, some noted that when there is a blend of sexes in leadership positions there seems to be fewer work related issues in groups, such as level of respect and appreciation of employees or conflict caused when employees feel disrespected or devalued. Poole and Hollingshead found that mixed gender leadership structures in organizations tend to have fewer issues with gender stereo types (2005).

Most in the group preferred a collaborative, inclusive approach to leadership, but agreed that in certain situations, a direct approach may be more appropriate, such as lower level job functions, instructing someone to clean a table, etc. And that in more complex work situation, input is a better approach. Research by Aldoory and Toth (2004) indicated that overall, public relations professional preferred a more inclusive and collaborative approach, but they also considered that at times, both approaches, a more autocratic style may have to be used, depending on the situation.

Some group members felt that leaders who were more educated seemed to be more knowledgeable, no matter the gender, and that was a basis for "ineffective" leadership practices. Others felt that women in leadership positions are more times than not, not taken seriously because of gender stereotypes about women's leadership capabilities as decision makers. Poole and Hollingshead (2005) noted that women are less likely to be in positions of leadership, and perceived as less capable leaders. Winter et al. added that even when women take on leadership positions, and mirror masculine communication leadership approaches, they are more likely to be dismissed (2001).

Individual Interpersonal Communication Interview

This interview was conducted with a second year female undergraduate student. The questions were the same as above, but additional questions were added, such as, what type of communication approach she uses in confrontational situations with friends, and/or other situations, and asked to use an example.

This student noted that she tends to avoid confrontations, would rather walk away, or try to make the situation better. She explained that with her boyfriend, she tends to appease him, and does what he says to, "not hear him complain" as she put it. An example as she explained was that her boy friend does not want her to eat junk food, so she doesn't in front of him, and when he leaves she runs to her room and says she eats the cookies he made her put away. Wood noted that gendered speech communities teach each sex to communicate in ways that society defines femininity and masculinity (as explained in Stewart, 2009). This could be the reason why she avoids confrontations because societal norms may influence her reaction, to avoid direct confrontation. As prior research in the area of male and female communication has indicated, males are socialized to be more confrontational and aggressive and females to be more passive (Fine and College, 2009).

She also explained that she prefers a male boss because she noted that females tend to be overbearing and hard on her, but she did say that females have it hard because they have to be that way in a male dominated world. As Winter, et al. noted some research indicated that women are held to a higher standard in team work situations, and even when women adopt male communication styles, they are more likely to be dismissed (2001).

The interviewee also indicated that she tries really hard to get along with others. She said that she is a good communicator and is always positive. She noted that she prefers a more collaborative managerial style because the more people working, the more input, the better a company can change and respond to situations as needed. Fine and College explained that women leaders tend to value communication and input, and a shared approach to leadership. Communication and collaboration would seem like an excellent approach to run a company or lead an organization especially in the fast changing, technology driven culture we live in.

Implications

The low numbers of women in positions of power in the workplace is staggering, especially when one considers that as reported by the USA Today, women may be the majority of workers in our current economy. We should not devalue the contributions of women in the workforce; stereotype them as less effective because of their perceived ineffective communication leadership methods, as formulated by our social norms. It would seem that the demands on women who are becoming more a part of the workforce, who in many cases continue to have the pressure of home obligations, such as children, can be very stressful. Rapopart et al., (2002) noted that a survey showed that 86 percent of women reported feeling tired and stressed in relation to work and home demands, impacting their quality of life, as some women reported alcohol abuse and overeating among other destructive behavior.

Fine and College (2009) explained that past research as it relates to women in the workplace has noted that women tend to define themselves by their relationships, and subjugate to this role. These authors added that women never fulfill their potential and ambition to climb the corporate ladder because of the conflict between family life and the devaluation of them as nurturers in organizational structures. But these authors explained that in their interviews with prominent leaders, they as a whole expressed the feminist perspective, which was to reject social normative constructs of what defines an effective leader. These women leaders still expressed the desire and ambition to have an impact as a professional, to create a community, and do good work, in an inclusive and collaborative environment.

What is encouraging is that there are not only changes occurring in workplace demographics as far as the numbers of women entering it. Rucker and Grendin (2007) explained that some of the research also indicated that males and females, especially younger people, may be changing their perceptions as to how one communicates, as the study by. These researches noted that males and females may be interacting in ways that are less defined by gender and more influenced by communication technology. In addition, this study also indicated that males are more open to non traditional forms or ways of communication, such as an inclusive approach.

As changes continue to affect our world and how we communicate, hopefully, we will also slowly redefine effective communication and leadership styles. Perhaps we can begin to undue old stereo types that label collaboration, communication, and sharing as weak, and view them as strengths to be valued either in the workplace or home setting.

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