Breaking The Status Quo – The Future Of Leadership Depends On It
- Brainz Magazine
- Dec 2, 2024
- 4 min read
Updated: Dec 3, 2024
Since 2016, Jacqueline has been dedicated to empowering and inspiring future female leaders, sharing her tips and strategies through Elevate, a global virtual programme where over 9000 women have graduated. She is the host of the Finding Your EPIC podcast and author of the Finding Your EPIC book, published in 2024.
When it comes to leadership, there is still a prevailing belief that the specific attributes needed by women and men to be promoted to leadership roles differ. Despite years of research on these varying expectations, it’s hard to ignore how these lists continue to underscore that gender stereotypes are still very much in play.
The most recent study on this issue, published last year by the IBM Institute for Business Value, sheds new light on these disparities. The study identified distinct lists of characteristics deemed essential for men and women in leadership. For men, the top traits were “innovative and creative,” closely followed by “analytical, logical, objective, and results oriented.” None of these attributes appeared in the top five for women. Instead, women were most valued for being “strategic visionaries” and “open, transparent communicators,” traits that, notably, didn’t make it into the top five for men.
This stark contrast clearly illustrates that men and women are often valued for very different traits in leadership roles.
This divergence in leadership expectations not only perpetuates outdated gender stereotypes but also shapes the way organisations develop and promote their talent. When men are primarily recognised for their innovation and results-driven approaches, they are often steered towards roles that emphasise these qualities. Meanwhile, women, valued for their strategic vision and communication skills, might find themselves channelled into positions where these traits are most visible. This can limit opportunities for both genders, narrowing the leadership pipeline by confining individuals to roles that align with stereotypical expectations rather than allowing them to showcase a broader range of talents.
Another concern is whether the attributes required for women to be promoted align with their strengths. In a recent Elevate session, we discussed the three leadership styles: the results-oriented fixer, the people-oriented encourager, and the idea-oriented visionary. In a poll asking participants which style they felt strongest in, the first two – fixer and encourager – received 90% of the vote, leaving the visionary with a mere 10%. This raises the question: are these metrics inadvertently making the path to leadership harder for women by placing more obstacles in their way?
Given these persistent gendered disparities, how should organisation arrange their leadership training, so it empowers women and men in the areas they are often not taught or encouraged to develop?
Tailored training programmes
Rather than adopting a one-size-fits-all model, organisations should create leadership training that caters to the specific needs of different groups. Recognising that men and women may face distinct challenges and expectations in their leadership journeys, training should be customised to address these differences and ensure that all participants possess a well-rounded set of skills. A tailored approach that recognises and addresses these disparities also strengthens the overall talent pool.
Focused development for future female leaders
Organisations should consider implementing training that specifically targets the development of traits crucial for future female leaders. For example, while women are often recognised for their strategic vision and communication, training could firstly communicate how important it is that these traits are worked on as well as focus on areas like innovation and results-oriented leadership – traditionally associated with male leaders. This balanced approach can help women broaden their leadership toolkit and prepare them for a wider range of leadership roles.
Personality-inclusive training
Most leadership training tends to cater to extroverted personalities with activist learning styles, which can leave introverts or those with the other three learning styles at a disadvantage. To address this, organisations should offer training that accommodates various personality and learning types, ensuring that everyone can thrive. This could include offering different formats, such as smaller group discussions or virtual training, to suit different preferences and maximise learning for all participants.
By moving away from a one-size-fits-all approach and investing in tailored, personality-inclusive training, especially those designed specifically for women, organisations can foster the diverse leadership needed to drive genuine innovation and achieve long-term success.
Make your move: Visit Elevate! We deliver innovative training in just 60 minutes each month! Helping organisations to develop and empower their female leadership.
Read more from Jacqueline Frost
Jacqueline Frost, CEO & Founder at Elevate Talent
Jacqueline is a recognized leader in female executive development and mentoring. While her background includes a significant tenure in investment banking, her passion lies in empowering women to excel in leadership roles. She started her mentoring journey in 2009, sharing invaluable strategies for navigating high-pressure environments. Realizing the transformative effect of these lessons, she founded Elevate in 2016. This global virtual leadership program has equipped over 9,000 women from 50 countries with the skills to lead and influence in diverse industries. Her vision is to make leadership development accessible to women worldwide.
