‘Women As Leaders’

“Men have turned into women, women into men.”Xerxes 500BC

In amongst the rhetoric of ‘glass ceilings’, ‘glass elevators’ and ‘glass cliffs’ are some grainy truths about the different expectations society has of men and women. From gender wiring to childhood rearing, girls are pre-disposed or taught to nurture, share, multi-task and yield. Boys, on the other hand, are geared-up to ‘hit the other guy back’, climb trees, compete and take risks. Those that don’t are labelled ‘sissy’ – girl-like!

Successful organisations thrive on being dynamic, competitive, bold and taking risks. So it is hardly any surprise that these predominantly male characteristics are personified in the board room.

However, when women try to compete directly with men they can become aggressive, coarse and controlling or just plain fierce. So how do smart women gain entry to the boardrooms of highly successful organisations? And once there, should they relinquish motherhood in order to stay on top?

Does it even matter if women do not have equal opportunities? Well, as women generally survive 4 years longer than men on 40% less income…work it out for yourselves!

Our seminar asks some of the tough questions:

  • Do men and women lead differently?
  • Have ‘women’s rights’ done more harm than good?
  • Are women using the ‘glass ceiling’ as a comfort blanket?
  • Do women actually have the right qualities to work in the boardroom but find men are so much more comfortable about profiling their achievements?

We will also explore The New Psychology of Leadership and the trends towards more consensual rule. Where effective leaders must be able to understand and portray the values of their followers, in order to create resonance and productive dialogue. This means being able to engender trust and use influence to motivate people, so that followers choose to work meaningfully, even when the boss is not around.

Delegates will have the opportunity to assess their own leadership behaviour and attitudes and reflect upon how they raise their own profile and identity in their organisations.



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