 I’ve been asked to speak about female leadership. This assumes that there is a difference in male and female leadership. The research is mixed on this topic.

 One can argue that good leadership is good leadership and that women have to work harder to achieve leadership positions due to societal forces. The large wage gap between men and women at all levels of organizations would support this.

 One can argue that there are unique traits that women bring to leadership roles and women still have to work harder to achieve leadership positions due to societal factors.

 Research supports both premises.

 What I know for sure is that thriving organizations are looking for alternatives to the command and control models of leadership due to the complexity of problems, the volatility of most markets and the extreme volatility of the global economy.

 I taught leadership at the graduate level and so I’d be glad to answer any theoretical questions that you have later but I thought for this speech it would be more helpful to provide you some advice or guidelines for success as a leader.

 What are the most important challenges that you face as a leader? [get 3-5 examples from the crowd.]

 I will caution you that a disproportionate amount of the research conducted about leadership has been conducted in the U.S. or Japan. Therefore, we need to be cautious in generalizing this research to other cultural contexts. Nevertheless, it’s all that we have to look at.

 First, let’s look at what research shows are the attributes of a successful leader regardless of gender. If you look at exhibit 4, you’ll see the 9 key types of leadership behavior that improves overall organizational performance. [MD: review specifics of the chart]

 Second, let’s look at Exhibit 5 which shows how women and men, in general, apply these behaviors of organizational success.

 Review chart specifics. Men are more likely to apply the 2 behaviors that are least effective in running organizations in today’s world --- control and corrective action and individualistic decision making.

 And Exhibit 6 shows how men and women varied in their styles prior to the current global economic crisis.

 Recent research is showing that women’s brains are different from men’s brains. We’re wired differently due to anatomy and centuries of assigned roles that develop certain traits and behaviors. Each of us is a mix of female and male traits, also.

 Here are some differences that prove beneficial for women in organizations:

 Women display in greater regularity than men the ability to integrate more details faster and we arrange bits of data into more complex patterns of thinking.

 In terms of decision-making – women weigh more variables and consider more options. They see a wider array of possible solutions to problems. This is a strength unless it results in delaying decision making too much.

 Women take a broader, more holistic perspective whereas men are more inclined to focus on one thing at a time.

 There are other differences but you can imagine how just the 3 I mentioned would be of great value to organizations that are facing much more complex problems and challenges in today’s volatile, global economy.

 Now for some guidelines or advice.

 Women tend to think that hard work alone will pay off. Working twice as hard as men is frequently necessary. It’s not fair but it is a reality in many professions.

 However, working harder is not enough. We must participate in the governance systems of our organizations, network and become deeply involved in the politics of our organizations in order to get to the top rungs of the organization.

 Have a vision for your organization. Stay focused. The former head of Netscape said about the role of Boards: "The main thing is the main thing." There are many distracting factors in organizations and many individuals that detour the organization because they are pursuing their agenda. Their agenda may be wonderful for them but it takes the organization off course. It has not allowed the organization to maintain momentum which is critical, particularly in today’s highly competitive markets. The leader, in concert with his/her leadership team and Board of Directors, must define the mission, overall directions of the organization and the goals. Doing this alone without the participation of other stakeholders will result in failure because the other employees won’t own or believe in the directions set. They will feel un-empowered. Rosabeth Kanter, a famous sociologist and scholar about leadership and organizations once said, "Power can corrupt but powerlessness corrupts absolutely." Stay focused. The former head of Netscape said about the role of Boards: "The main thing is the main thing." There are many distracting factors in organizations and many individuals that detour the organization because they are pursuing their agenda. Their agenda may be wonderful for them but it takes the organization off course. It has not allowed the organization to maintain momentum which is critical, particularly in today’s highly competitive markets. The leader, in concert with his/her leadership team and Board of Directors, must define the mission, overall directions of the organization and the goals. Doing this alone without the participation of other stakeholders will result in failure because the other employees won’t own or believe in the directions set. They will feel un-empowered. Rosabeth Kanter, a famous sociologist and scholar about leadership and organizations once said, "Power can corrupt but powerlessness corrupts absolutely."

 Be clear about expectations and rewards. Hold employees accountable at the same time. We all work best when we are clear on what is expected of us and how we will be rewarded. Goals need to be set on a regular basis. This can be done in a participatory fashion but you must be sure that the organization stays on course. Rewards must be associated with the goals and employees but be provided feedback if they don’t reach their goals. We all work best when we are clear on what is expected of us and how we will be rewarded. Goals need to be set on a regular basis. This can be done in a participatory fashion but you must be sure that the organization stays on course. Rewards must be associated with the goals and employees but be provided feedback if they don’t reach their goals.

 Too many leaders think that once they’ve defined the directions everyone will know them, comply with them and maintain them. This is not true. Repeated communication is critical. It takes a great deal of self-discipline and single-minded focus to maintain organizational direction. Sometimes posing a simple question such as: "How will this further our mission?" helps to set priorities.

 Always question the status quo. Never be satisfied with the current effort. Organizations are self-indulgent. There is an old organizational theory called: The Organizational Satisficing Theory. It says that employees will sacrifice meeting peak performance for the benefit of the organization’s constituents in order to satisfy their own needs. We cannot become complacent or rest on our laurels. We have to continue to question and closely examine the way things have always been done. Constantly focus on incremental improvement is important and it can be embraced and become part of the organizational culture over time. Organizations only make major changes when there are large external forces coming to bear. The role of the leader is to bring those forces inside the organization so that the strategic implications can be addressed. Never be satisfied with the current effort. Organizations are self-indulgent. There is an old organizational theory called: The Organizational Satisficing Theory. It says that employees will sacrifice meeting peak performance for the benefit of the organization’s constituents in order to satisfy their own needs. We cannot become complacent or rest on our laurels. We have to continue to question and closely examine the way things have always been done. Constantly focus on incremental improvement is important and it can be embraced and become part of the organizational culture over time. Organizations only make major changes when there are large external forces coming to bear. The role of the leader is to bring those forces inside the organization so that the strategic implications can be addressed.

 Take risks. Risk taking builds resilience and coping abilities at the individual and organizational levels. It’s like exercising a muscle---you can strengthen it or let it atrophy. There are no businesses or markets in which standing still works anymore. The most successful leaders work at the margin, care little about peer approval and don’t dwell on how their current job performance affects their opportunity for future advancement. They are high risk takers. However, the risks must be well-informed risks and not capricious. You must have analyzed your odds sufficiently so that you are reasonably sure of succeeding. You have to spend a great deal of time formulating your thinking before acting. A series of failures will simply erode your credibility as a leader. Risk taking builds resilience and coping abilities at the individual and organizational levels. It’s like exercising a muscle---you can strengthen it or let it atrophy. There are no businesses or markets in which standing still works anymore. The most successful leaders work at the margin, care little about peer approval and don’t dwell on how their current job performance affects their opportunity for future advancement. They are high risk takers. However, the risks must be well-informed risks and not capricious. You must have analyzed your odds sufficiently so that you are reasonably sure of succeeding. You have to spend a great deal of time formulating your thinking before acting. A series of failures will simply erode your credibility as a leader.

 Learn how organizations really work. Some people have an intuitive sense about how organizations work. Others must learn from a variety of sources. Leadership roles are not for the non-political, uninformed, faint of heart. Find a mentor but be careful that the relationship is constructive. Build a network of individuals at many levels of your organization. Read, observe, talk with others who are successful but learn how organizations work. If you are a purist and think that organizations simply shouldn’t be political---don’t assume a leadership role. All organizations are political because organizations are human enterprises filled with competitive individuals. There is a difference between politics for a purpose and achieving a worthy goal versus self-destructive politics. Some people have an intuitive sense about how organizations work. Others must learn from a variety of sources. Leadership roles are not for the non-political, uninformed, faint of heart. Find a mentor but be careful that the relationship is constructive. Build a network of individuals at many levels of your organization. Read, observe, talk with others who are successful but learn how organizations work. If you are a purist and think that organizations simply shouldn’t be political---don’t assume a leadership role. All organizations are political because organizations are human enterprises filled with competitive individuals. There is a difference between politics for a purpose and achieving a worthy goal versus self-destructive politics.

 Expect resistance to change and toughen up! Do not assume civility will persist once you initiate a change in an organization. If you need approval, leadership positions are not a match with your personality. Approval-seeking clouds effective decision making. Leaders are expected to be role models and must have credibility. Don’t expect to make everyone happy. As Abraham Lincoln said, "People make their own happiness." You will not please everyone but you must do what’s right for the organization. Assume that the best that you can achieve is respect but popularity is likely to allude you within organizational life. Women are more likely to be socialized to think that they are not succeeding if anyone dislikes them. As Harry Truman said, "If you want a friend in Washington, buy a dog." Leaders have to have the courage to make tough decisions that are not popular with everyone. Do not assume civility will persist once you initiate a change in an organization. If you need approval, leadership positions are not a match with your personality. Approval-seeking clouds effective decision making. Leaders are expected to be role models and must have credibility. Don’t expect to make everyone happy. As Abraham Lincoln said, "People make their own happiness." You will not please everyone but you must do what’s right for the organization. Assume that the best that you can achieve is respect but popularity is likely to allude you within organizational life. Women are more likely to be socialized to think that they are not succeeding if anyone dislikes them. As Harry Truman said, "If you want a friend in Washington, buy a dog." Leaders have to have the courage to make tough decisions that are not popular with everyone.

 Work hard; work smart. There are 2 points here. There is no substitute for high quality work and so set high, realistic expectations for yourself and others. High expectations beget success and high self-esteem. Low expectations produce chronic failure and low self-esteem. High productivity levels are paramount in any environment and rewarded in many. It’s the role of the leader to raise the bar in an organization and not allow the organization rest on its laurels. This advances the organization and active, productive employees tend to have more positive morale. There are 2 points here. There is no substitute for high quality work and so set high, realistic expectations for yourself and others. High expectations beget success and high self-esteem. Low expectations produce chronic failure and low self-esteem. High productivity levels are paramount in any environment and rewarded in many. It’s the role of the leader to raise the bar in an organization and not allow the organization rest on its laurels. This advances the organization and active, productive employees tend to have more positive morale.

 The second point is that you must work smart. Effective leaders are also effective managers. Leadership and management are synergistically linked. Effective leaders know how to work expeditiously, efficiently, effectively and in a well-organized manner. They are very self-driven and focused. They have a good grasp of what’s going on in the various areas of their organization.Effective leaders are also effective managers. Leadership and management are synergistically linked. Effective leaders know how to work expeditiously, efficiently, effectively and in a well-organized manner. They are very self-driven and focused. They have a good grasp of what’s going on in the various areas of their organization.

 Think strategically and long-term. Often we become obsessed with some immediate issue. Leaders have to think far into the future in order to position their organizations for success. Practice thinking big picture even if you don’t have a leadership position yet. Try to train yourself to think years ahead in your field and months ahead in terms of what you need to get done. For example, the day after I conclude a board meeting for my organization, I’m outlining the agenda for the next board meeting and getting staff in motion months in advance. This requires self-discipline. It’s easier to get consumed by emails and daily duties.term. Often we become obsessed with some immediate issue. Leaders have to think far into the future in order to position their organizations for success. Practice thinking big picture even if you don’t have a leadership position yet. Try to train yourself to think years ahead in your field and months ahead in terms of what you need to get done. For example, the day after I conclude a board meeting for my organization, I’m outlining the agenda for the next board meeting and getting staff in motion months in advance. This requires self-discipline. It’s easier to get consumed by emails and daily duties.

 Participate in and exploit organizational governance to effect change. Utilize governance systems to effect change. Politically, it’s a chance to gain support among key opinion leaders and constituents before you launch a change or new idea or program. In a study I conducted in the early 90s looking at the career progress of female faculty, I found that female faculty members by and large were not participating in academic governance committees. They were afraid to speak up. As one of the participants in the study who became a dean of a college later said, "Men take station identification breaks. I feel like I’m swimming in a sea of testosterone." Men know how to present their ideas and get credit for them. There are legitimate reasons why women don’t participate as much as they should. Frequently, we’re not listened to or a man takes credit for our ideas. Frequently we’re outnumbered. Frequently, we’re juggling family responsibilities and work and men are focusing almost exclusively on their jobs in many cultures. Unfortunately, we’re practicing organizational denial. We can’t expect anything to change if we don’t participate. Don’t sit on the periphery of the meeting table. Women tend to do this and it marginalizes our ideas for the outset. Speak up but have well thought out ideas . Think about the sociological studies about neighborhoods. Middle of the block sharing common property have relationshps versus the corner lot is alienated. Utilize governance systems to effect change. Politically, it’s a chance to gain support among key opinion leaders and constituents before you launch a change or new idea or program. In a study I conducted in the early 90s looking at the career progress of female faculty, I found that female faculty members by and large were not participating in academic governance committees. They were afraid to speak up. As one of the participants in the study who became a dean of a college later said, "Men take station identification breaks. I feel like I’m swimming in a sea of testosterone." Men know how to present their ideas and get credit for them. There are legitimate reasons why women don’t participate as much as they should. Frequently, we’re not listened to or a man takes credit for our ideas. Frequently we’re outnumbered. Frequently, we’re juggling family responsibilities and work and men are focusing almost exclusively on their jobs in many cultures. Unfortunately, we’re practicing organizational denial. We can’t expect anything to change if we don’t participate. Don’t sit on the periphery of the meeting table. Women tend to do this and it marginalizes our ideas for the outset. Speak up but have well thought out ideas . Think about the sociological studies about neighborhoods. Middle of the block sharing common property have relationshps versus the corner lot is alienated.

 Persist! Persist! Persist! Persistence is paramount to leadership success. This doesn’t mean that you pursue an idea that has no chance of being successful. That would be dumb. In fact, in being persistent you have to be savvy at picking out strategies and ideas that have the greatest probability of success and are still central to your organizational mission and directions. But once you’ve done your homework, be very, very persistent. The research shows that successful female leaders face all kinds of personal and professional barriers to success. Still—the successful female leaders rarely saw these factors as barriers but rather as challenges to be beaten. They thrive on adversity and they remain persistent and goal directed. Persistence is paramount to leadership success. This doesn’t mean that you pursue an idea that has no chance of being successful. That would be dumb. In fact, in being persistent you have to be savvy at picking out strategies and ideas that have the greatest probability of success and are still central to your organizational mission and directions. But once you’ve done your homework, be very, very persistent. The research shows that successful female leaders face all kinds of personal and professional barriers to success. Still—the successful female leaders rarely saw these factors as barriers but rather as challenges to be beaten. They thrive on adversity and they remain persistent and goal directed.

 Don’t expect to be the beneficiary of change. Work for change and realize that you just may not be the beneficiary. Sustainable, social and organizational change is very hard, slow work. Alexis de Tocqueville said: "Revolutions don’t occur when things are getting worse but when they’re getting better but not better fast enough to meet rising expectations." Think of change as inevitable and a positive tool. In organizations, changes are more likely to be sustainable if they are consistent with the historical core values of the organization and its mission. Changes that are radically different from the mission and core values are unlikely to take hold. Sometimes leaders get disappointed if they don’t personally benefit immediately. Sometimes you’re building a foundation for future change that you won’t benefit from directly. Having persistence and courage to stick with the long march and refusing to become bitter is essential. Bitterness is counterproductive and only turns on the individual. Work for change and realize that you just may not be the beneficiary. Sustainable, social and organizational change is very hard, slow work. Alexis de Tocqueville said: "Revolutions don’t occur when things are getting worse but when they’re getting better but not better fast enough to meet rising expectations." Think of change as inevitable and a positive tool. In organizations, changes are more likely to be sustainable if they are consistent with the historical core values of the organization and its mission. Changes that are radically different from the mission and core values are unlikely to take hold. Sometimes leaders get disappointed if they don’t personally benefit immediately. Sometimes you’re building a foundation for future change that you won’t benefit from directly. Having persistence and courage to stick with the long march and refusing to become bitter is essential. Bitterness is counterproductive and only turns on the individual.

 Empower others and give them full credit. Fully utilize others’ talents and give them full credit for their accomplishments. Build a strong, effective team. Identify the strengths in every individual on your team and play to those strengths. Don’t deliberately put people in situations where they will fail. Give constant credit to others IF they earned it. Compensation studies show that salary raises do not have a lasting impact on morale and productivity. Most people are motivated by achieving their goals and personal standards and receiving recognition for their hard work. When you give other credit, you get your share of credit in the long run.Fully utilize others’ talents and give them full credit for their accomplishments. Build a strong, effective team. Identify the strengths in every individual on your team and play to those strengths. Don’t deliberately put people in situations where they will fail. Give constant credit to others IF they earned it. Compensation studies show that salary raises do not have a lasting impact on morale and productivity. Most people are motivated by achieving their goals and personal standards and receiving recognition for their hard work. When you give other credit, you get your share of credit in the long run.

 Achieve balance! Find the level of organizational life that will allow you to achieve your goals and at the same time maintain balance in your personal life and good mental and physical health. This may mean that you need to be satisfied with not being the CEO. "Graveyards are strewn with indispensable people." Find the level of organizational life that will allow you to achieve your goals and at the same time maintain balance in your personal life and good mental and physical health. This may mean that you need to be satisfied with not being the CEO. "Graveyards are strewn with indispensable people."

 Help others. Help others at all levels of an organization. It’s the right thing to do and in the long run, it builds a strong network for your own advancement. Help others at all levels of an organization. It’s the right thing to do and in the long run, it builds a strong network for your own advancement.

 Don’t avoid conflicts. A certain level of conflict in organizations produces healthy tension that advances the organization by testing and challenging assumptions. Organizations that have too little or too much conflict self-destruct. The leader needs to allow constructive conflict to exist but at the same time not let it get out of hand. A certain level of conflict in organizations produces healthy tension that advances the organization by testing and challenging assumptions. Organizations that have too little or too much conflict self-destruct. The leader needs to allow constructive conflict to exist but at the same time not let it get out of hand.

Q&A