An article titled Women Leaders, Overlooked for Chief Executive Positions, written by Cedric Moore Jr., discusses the effect of the glass ceiling in the workplace. Moore also mentions the many different leadership approaches we have discussed in class and how these work together in association with women leaders. It is still evident today that women have a very small stake in the upper management position of companies, and a question posed is do women have the appropriate leadership styles that many companies look for to run their organization? Even though women have proved they are capable of leading organizations and the glass ceiling is slowly breaking down, how long will it be before the leadership gap is more proportional? As Moore mentions about the human services field, "women are more likely to occupy direct care and middle management positions rather than top management positions even though there are more women than men employed in this field."
As we have seen in chapter 13 of Northouse, women tend to lead in a more democratic way than men do and that women also tend to be "devalued when they lead in a more masculine manner, occupy a typically masculine leadership role, and if their evaluators are men" (303). Moore also mentions this as a reason that women are found less in top management positions, saying that women have lower self-efficacy about the positions than men, citing different research studies that show that women who led with masculine traits received poor evaluations as leaders. This results in women choosing a more democratic model of leadership because it will lead to better evaluations. So how much does self-efficacy play a part in a woman's ability to lead in a CEO position? Are women less confident in their performance that in turn is resulting in more coworkers not identifying them as leaders, or is prejudice still a reason? Moore states in the article that "the correlation between high self-efficacy and masculine traits appears to be a blue print for success as a leader."
Overall, women and men only have slight differences in leadership style, noting that women have an advantage in a more feminine leadership style and do better with transformational leadership. Still, the leadership gap of CEOs in Fortune 500 companies is immense, where women hold only 3% of the positions. Research shows that family related obligations are one reason to the lack of women CEOs as well as having less work experience and they are more likely to work part time. It is also found in research that "as the number of women at the top increases, so does financial success" for the company (306). The glass ceiling is starting to break, and as more women strive to overcome the prejudice and stereotypes against them and their leadership style, there will be a higher likelihood that the leadership gap will close.
Article link: Women Leaders, Overlooked For Chief Executive Positions
works cited:
Northouse, Peter Guy. "Women and Leadership." Leadership: Theory and Practice. Thousand Oaks: Sage Publications, 2010. 303, 306. Print.
Posted by: Rebekah Pinson
Monday, March 21, 2011
AT&T and T-Mobile Merger? How Will This Change Leadership?
In a recent deal proposed by CEOs from AT&T and T-Mobile there could be a possible merger between these two companies. The fact that there are currently two separate CEOs that will merge into one organization, could present multiple problems for the new company. Before we continue to exam this issue at hand, it is critical to understand that this deal is awaiting approval by Federal Communications Commission (FCC). Two authors from The Wall Street Journal, Ante and Schatz explain in detail some of the complications this deal could be faced with (Ante & Schatz, 2011) . The basis of this post is not to examine every possible barrier these two companies could face. This post’s purpose is to examine leadership barriers that may arise from this merger/acquisition.
As discussed in class the complexity leadership theory proposes an idea that “when organizations move away from stability and into a “region of complexity”, adaptive tensions give rise to emergent self-organizations.” This definition and theory is not a simplistic model but it does provide some important indications about how two companies merging into one may respond to change. We can assume that AT&T and T-Mobile are two independent organizations prior to this merger however, after merging the organizational structure may change in a dynamic manner. This will put pressure on the top leaders from both companies so that the newly formed organization can remain profitable. If the leaders from T-Mobile and AT&T fail to guide this change emergent leaders may arise to the challenge. This theory present the idea that when there is any sort of change the expected leaders are not always the “playmakers” that it is the first line support that can actually make the change happen successfully.
So, my question everyone that reads this, if we can examin any major merger within the United States how do you think change actually happens in the leadership change? Is it top down or bottom up? What is the ideal situation baring this deal gets approved by the FCC?
Works Cited
Ante, S. E., & Schatz, A. (2011, March 21). T-Mobile Deal Faces Antitrust Barriers. Retrieved March 21, 2011, from The Wall Street Journal: http://online.wsj.com/article/SB10001424052748703292304576213050651047200.html?mod=WSJ_newsreel_business
Penned by: Drew Alfrey
Harriet Lamb - CEO of Fairtrade Foundation
For the first time I have examined a CEO of a nonprofit organization. Fairtrade Foundation, based in the U.K., is a company that strives to give farmers in developing countries "sustainable" prices for their crops, which intern improves their overall quality of life. Harriet Lamb, CEO, is not set out to increase shareholder value or create record profits. Her job is to make an actually difference in the world through the improvement of people's lives that are less fortunate than many of us.
It is quoted in the article in the Wall Street Journal, that Ms. Lamb "wants to stress that it isn't charity that tugs at the heart strings. It's not charity. It's commercial common sense." At one point in the article, Ms. Lamb tells a story about how she brought a chief executive of a major cocoa and chocolate manufacturer to some Ghana cocoa producers in 2009. The chocolate executive saw first hand the poverty farmers where enduring and how it could endanger his business. To create this sense of urgency and the need for these large profitable companies to invest back in the producers that supply them would be a huge step in the long-term success of this industry and many more.
In analyzing concepts from out text to this situation, transformational leadership comes to mind. Ms. Lamb fits into the definition of this process which changes and transforms people through emotions, values, ethics, standards, and long-term goals. To further examine her transformations leadership qualities, I will use the four leadership factors that are apart of this process.
The first, idealized influence, is something that describes leaders who act as strong role models for followers. Ms. Lamb displays this factor by way of ethical marketing. She wants to do the right thing and give these farmers the right wage for a comfortable and productive life. In doing the right thing, many have followed her actions, not only in the Fairtrade Foundation, but large companies such as McDonald's and Starbucks. Consumers have also recognized the need for ethically sourced products and a boost in profits have been recognized. The second factor, inspirational motivation, is descriptive of leaders who communicate high expectations to followers, inspiring them through motivation to become committed to and a part of the shared vision in the organization. In this article, Ms. Lamb is quoted with "We have high standards," stating that she is confident and expects results. Another way she motivated people in and around her company is with the trip that she took the cocoa executive on, showing him first hand the need for these fair trade standards. The third factor, intellectual stimulation, deals with stimulating followers to be creative and innovative and to challenge their own beliefs and values as well as those of the leader and organization. Ms. Lamb uses this factor by way of recognizing that commitment to ethical supply will cost businesses more. This is their obstacle that they have to work together to improve the prices that farmers receive. She is not shying away from the issue, but challenging people to work at it head on. The final factor in transformational leadership is individualized consideration, which deals with a supportive climate in which leaders listen carefully to the individual needs of followers. She gets others to do this first of all because this is a non-profit organization which is set out to improve the lives of others, not to make money. She then listens to the demand of a growing consumer segment, and strives to give them more fair trade products.
http://online.wsj.com/article/SB10001424052748704608504576208123457763158.html?KEYWORDS=CEO+news
By: Jon Pieper
It is quoted in the article in the Wall Street Journal, that Ms. Lamb "wants to stress that it isn't charity that tugs at the heart strings. It's not charity. It's commercial common sense." At one point in the article, Ms. Lamb tells a story about how she brought a chief executive of a major cocoa and chocolate manufacturer to some Ghana cocoa producers in 2009. The chocolate executive saw first hand the poverty farmers where enduring and how it could endanger his business. To create this sense of urgency and the need for these large profitable companies to invest back in the producers that supply them would be a huge step in the long-term success of this industry and many more.
In analyzing concepts from out text to this situation, transformational leadership comes to mind. Ms. Lamb fits into the definition of this process which changes and transforms people through emotions, values, ethics, standards, and long-term goals. To further examine her transformations leadership qualities, I will use the four leadership factors that are apart of this process.
The first, idealized influence, is something that describes leaders who act as strong role models for followers. Ms. Lamb displays this factor by way of ethical marketing. She wants to do the right thing and give these farmers the right wage for a comfortable and productive life. In doing the right thing, many have followed her actions, not only in the Fairtrade Foundation, but large companies such as McDonald's and Starbucks. Consumers have also recognized the need for ethically sourced products and a boost in profits have been recognized. The second factor, inspirational motivation, is descriptive of leaders who communicate high expectations to followers, inspiring them through motivation to become committed to and a part of the shared vision in the organization. In this article, Ms. Lamb is quoted with "We have high standards," stating that she is confident and expects results. Another way she motivated people in and around her company is with the trip that she took the cocoa executive on, showing him first hand the need for these fair trade standards. The third factor, intellectual stimulation, deals with stimulating followers to be creative and innovative and to challenge their own beliefs and values as well as those of the leader and organization. Ms. Lamb uses this factor by way of recognizing that commitment to ethical supply will cost businesses more. This is their obstacle that they have to work together to improve the prices that farmers receive. She is not shying away from the issue, but challenging people to work at it head on. The final factor in transformational leadership is individualized consideration, which deals with a supportive climate in which leaders listen carefully to the individual needs of followers. She gets others to do this first of all because this is a non-profit organization which is set out to improve the lives of others, not to make money. She then listens to the demand of a growing consumer segment, and strives to give them more fair trade products.
http://online.wsj.com/article/SB10001424052748704608504576208123457763158.html?KEYWORDS=CEO+news
By: Jon Pieper
Obama - A Leader, a CEO, or both?
The article speaking on Barack Obama as our country's leader talks about how we need Obama to be a transformational leader. Not a transformational leader for a thriving company like Steve Jobs at Apple, but a transformational leader like Mark Hurd at Hewlett-Packard. Hurd transformed the culture and nature of HP in a period of tough times. When things looked dim, Hurd made changes and transformed HP into the giant that they are now.
While Barack Obama is obviously not an actual CEO, the article paints the picture of Obama as the CEO of the United States (the company). It seems fitting to have a class focused on leadership and a blog focused on CEO's culminate with an article on America's CEO, Barack Obama. As we all know by now, transformational leadership is discussed in Chapter 9 of Northouse's "Leadership." It talks about changing the way people think or feel by appealing to emotions, values, ethics, and standards. Obama is obviously viewed as more of a transformational leader due to his "Yes We Can" way of speaking and his constant cries for change in America. The interesting part of the article is where the author begins to speak about Hilary Clinton and how she is much more of a transactional leader focused on rigid policy and solution-driven structure to problem solving.
I think it is absolutely important to realize how the Presidency is structured for success. By choosing his own cabinet, Obama is able to overcome some of his personal deficiencies that accompany such a transformational leader. The criticisms of transformational leadership discussed on page 188-189 of the textboox set up all the ways in which Obama can cover his shortcomings, or weaknesses.
Political affiliation aside, do you feel that America currently needs a more transformational or transactional leader?
Online: http://www.huffingtonpost.com/chip-conley/barack----our-transformat_b_152792.html
Lucas Miller
While Barack Obama is obviously not an actual CEO, the article paints the picture of Obama as the CEO of the United States (the company). It seems fitting to have a class focused on leadership and a blog focused on CEO's culminate with an article on America's CEO, Barack Obama. As we all know by now, transformational leadership is discussed in Chapter 9 of Northouse's "Leadership." It talks about changing the way people think or feel by appealing to emotions, values, ethics, and standards. Obama is obviously viewed as more of a transformational leader due to his "Yes We Can" way of speaking and his constant cries for change in America. The interesting part of the article is where the author begins to speak about Hilary Clinton and how she is much more of a transactional leader focused on rigid policy and solution-driven structure to problem solving.
I think it is absolutely important to realize how the Presidency is structured for success. By choosing his own cabinet, Obama is able to overcome some of his personal deficiencies that accompany such a transformational leader. The criticisms of transformational leadership discussed on page 188-189 of the textboox set up all the ways in which Obama can cover his shortcomings, or weaknesses.
Political affiliation aside, do you feel that America currently needs a more transformational or transactional leader?
Online: http://www.huffingtonpost.com/chip-conley/barack----our-transformat_b_152792.html
Lucas Miller
Women and Leadership
The CEO of eCert, an e-mail security leader, was recently named "the top female businesswoman in security by the industry's leading information security research and advisory guide." eCert's CEO Kelly Wanser has been extremely innovative and ambitious since taking the reins. Specifically, Wanser's efforts in the area of security authentication have been a leading factor for their continued success. There have been many other awards which eCert has received under Wanser's leadership, and is a breath of fresh air for all leaders to read, but specifically women.
I feel that this article is of particular importance because it focuses on an entire chapter that we recently covered in class. Chapter 13 in Northouse's Leadership textbook illustrates women and leadership. It paints many different pictures and looks at the positives, negatives, and stereotypes associated with women leading in the workplace. Northouse states that studies have proven the only robust difference is that women lead in a more democratic style than men. I feel this is evident when reading the article about eCert because it speaks about Wanser's visionary efforts and how participative she is as a leader. She seems to rely on her able-bodied staff and value their opinion. Another important topic would have to be the idea of the glass ceiling in which advancement of a female at a lower level is stopped because of discrimination. This is obviously an example of the opposite because we not only see a woman as CEO, but she is receiving top industry awards.
Such an article can only beg the question of whether or not there is any difference between female and male CEO's as long as they are successful?
Lucas Miller
Online: http://finance.yahoo.com/news/eCert-CEO-Receives-Top-Women-bw-2336529779.html?x=0&.v=1
I feel that this article is of particular importance because it focuses on an entire chapter that we recently covered in class. Chapter 13 in Northouse's Leadership textbook illustrates women and leadership. It paints many different pictures and looks at the positives, negatives, and stereotypes associated with women leading in the workplace. Northouse states that studies have proven the only robust difference is that women lead in a more democratic style than men. I feel this is evident when reading the article about eCert because it speaks about Wanser's visionary efforts and how participative she is as a leader. She seems to rely on her able-bodied staff and value their opinion. Another important topic would have to be the idea of the glass ceiling in which advancement of a female at a lower level is stopped because of discrimination. This is obviously an example of the opposite because we not only see a woman as CEO, but she is receiving top industry awards.
Such an article can only beg the question of whether or not there is any difference between female and male CEO's as long as they are successful?
Lucas Miller
Online: http://finance.yahoo.com/news/eCert-CEO-Receives-Top-Women-bw-2336529779.html?x=0&.v=1
Sunday, March 20, 2011
Googles CEO Shake Up!
In January Google named a new CEO, Larry Page, while the former CEO, Eric Schmidt, stepped down to executive chairman of the company. The co-founders, Page and Brin, of Google had started the company straight out of college and had no corporate experience at all. The only reason Schmidt was hired at Google was because investors wanted a CEO that had experience to run the company as Google started to take off.
The leadership strategy that Google used was more of a three way leadership triangle, which follows the Contingency Model. Page, Brin and Schmidt pretty much took turns being leader at different points and in different situations. With Google being run this way Google was able to handle almost every situation/problem that was thrown at them. Having three leaders means that they were able to easily match which leader would be best to handle the situation at hand.
http://www.newsweek.com/2011/01/21/what-s-behind-the-google-ceo-shakeup.html
Juliann Brouette
The leadership strategy that Google used was more of a three way leadership triangle, which follows the Contingency Model. Page, Brin and Schmidt pretty much took turns being leader at different points and in different situations. With Google being run this way Google was able to handle almost every situation/problem that was thrown at them. Having three leaders means that they were able to easily match which leader would be best to handle the situation at hand.
http://www.newsweek.com/2011/01/21/what-s-behind-the-google-ceo-shakeup.html
Juliann Brouette
Friday, March 18, 2011
Pumas New CEO
The German company has named a new CEO because the old CEO has been promoted to over see the lifestyle of division on Puma owner, a French company PPR SA. Pumas new CEO, Franz Koch, is only 32 and is ready to make a difference. "We've gone through tremendous changes in the last three years," Mr. Koch said on a conference call. He added that he intends to "just focus on the long-term strategic plan. (Quoted from the Wall Street Journal).
Koch can be seen as some what a path-goal theory leader, that he has a goal set to meet a certain quota and will try and read it the best he can and help his employees do the same. Koch is now running an international company that has a good reputation for being good quality and on the higher end of the fashion market, so with Puma being so popular all over the world Koch needs to make sure he takes into consideration the different cultures that Puma reaches. Koch can also be seen as a transformation leader, he was to inspire his followers to make good products so they can sell them with good quality and at a high cost to keep Puma profitable. Koch can also take a situational approach, he most likely will has to get involved with all different aspects of the company, and all the different tasks at hand for making shoes, shirts, shorts, and bags. So Koch will have to change how he acts/leads based on the demands of the different situations.
http://online.wsj.com/article/SB10001424052748704893604576200452302421790.html
Juliann Brouette
Koch can be seen as some what a path-goal theory leader, that he has a goal set to meet a certain quota and will try and read it the best he can and help his employees do the same. Koch is now running an international company that has a good reputation for being good quality and on the higher end of the fashion market, so with Puma being so popular all over the world Koch needs to make sure he takes into consideration the different cultures that Puma reaches. Koch can also be seen as a transformation leader, he was to inspire his followers to make good products so they can sell them with good quality and at a high cost to keep Puma profitable. Koch can also take a situational approach, he most likely will has to get involved with all different aspects of the company, and all the different tasks at hand for making shoes, shirts, shorts, and bags. So Koch will have to change how he acts/leads based on the demands of the different situations.
http://online.wsj.com/article/SB10001424052748704893604576200452302421790.html
Juliann Brouette
Wednesday, March 16, 2011
Naoto Kan, Japan's "Leader"?
Considering this blog is geared toward CEO’s and their importance in the business world I would like to take a moment and focus attention on the recent tragedy of Japan. Japan’s Prime Minister Naoto Kan is the highlight of this article for because his next action will not only impact Japan but the world as we know it.
Japan’s Prime Minister Naoto Kan is under a lot of stress considering that Japan is facing nuclear tragedy. A recent article by Yoree Koh for The Wall Street Journal explains how Kan’s current transactional approach to leadership is doing more harm to Japan than it is good. Kan’s approval rating has dipped below 20% (Koh, 2011) .
Despite the furthered explanation Koh provides, it is clear to see that Kan is approaching his leadership tenure in a transactional manner due to several key actions. When Burns described transactional leadership he states that the “focus (is) on the exchanges that occur between leaders and followers” (Northouse, 172). This loose definition of leadership explains why certain leaders simply follow a transaction basis, that this is just another brick in the wall rather than a unique situation. When leaders utilize this approach as their primary focus, their followers will lose motivation in the change effort.
Japan is on the edge of a severe nuclear crisis and while you are reading this blog, the conditions are not getting any better, but why? In one, word “Kan” despite the recent event facing Japan Kan has neglected to make his followers feel empowered or important to the country as a whole. When a crisis as far reaching as this tsunami occurs any leader is going to be put to the test to see if they can correct the situation. Yet Kan has been nonexistent in the media, there are simple short messages even when he does make an announcement to the struggle company. “Remain calm,” that is the message Kan recently gave his compatriots.
There needs to be a plan if Japan has any hoping of restoring itself to pre-tsunami levels. This is not an impossible task but with Kan’s lack of leadership the task appears to be impossible. Especially in a crisis, transformational approaches will produce more productive and permanent change when compared to the current transactional approach. Some citizens have faith in Kan despite the vast majority of citizens disagreeing with him completely. Kan has to make the internal change before his followers will believe any action he chooses.
Is it too late for Kan? Does a new leader need to be in place before Japan is ruined forever?
Works Cited
Koh, Y. (2011, March 16). Crises Tests Kan's Leadership Ability. Retrieved March 16, 2011, from The Wall Street Journal: http://online.wsj.com/article/SB10001424052748703566504576202282101031702.html?KEYWORDS=leadership
Penned by: Drew Alfrey
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