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The diversity differences between men and women at their
workplace are that women are known to be more intuitive to bringing in
all points of view. This allows for more collaboration and
win-win situations. In today’s complex working environment, this way of doing
business is essential. “Women are more inclined to investigate both
sides to see if both parties can actually have a desirable outcome,” said
Dr Wilen-Daugenti to Business Insider “They’re more willing to ask, ‘What do
you want out of this?'” (Giang, 2017).

Women
are also stronger with networking, sponsoring and supporting each other. Wilen-Daugenti
says that the women she surveys report that they help each other out more
often than men do. However, one of the biggest mistakes women make in the
workforce is their lack of confidence, she says. They underestimate their
potential and, therefore, don’t achieve as much as they could. For example, in
the United states of America the shift in women in the workforce could have
something to do with the fact that since 1992, for every two men in college,
there are three women, and females are also more likely to pursue an
advance degree, Wilen-Daugenti says (satista, 2015) . “If you look at the
unemployment numbers, education continues to be the key differentiator in
people who are getting jobs and people who are not. “If
you run the numbers, it’s inevitable that there will be more women than men in
the future workplace. Men, unfortunately, are not going to school.”
 (Ratcliffe, 2016).

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A recent
survey by RSA, the executive search firm, looked at the UK life sciences
industry and found that “women bring empathy and intuition to leadership” with
nearly two-thirds of respondents (62 per cent) showing that women contribute
differently in the boardroom, compared to their male colleagues (financial times, 2017).

 

At London
Business School, Dr Gratton echoes this sentiment, saying that “it is different
life experiences we want and a woman brings a different perspective. In a
personal dimension, she adds: “For me, it isn’t about being a woman, it’s more
about being a mother – that role has made a difference to my thinking.” (RSA, 2017).

 

Jack Zenger
and Joseph Folkman carried out a global survey of 7,280 leaders last year
across a range of organisations. Writing in Harvard Business Review in March
they found the majority of leaders (64 per cent) are still men, and the higher
you go the more men you find. According to Mr Zenger and Mr Folkman: “Most
stereotypes would have us believe that female leaders excel at “nurturing”
competencies such as developing others and building relationships, and many
might put exhibiting integrity and engaging in self-development in that
category as well. Plus, in all four cases our data concurred – women did score
higher than men. “But the women’s advantages were not at all confined to what
are traditionally seen as women’s strengths.

In fact, at
every level, more women were rated by their peers, their bosses, their direct
reports, and their other associates as better overall leaders than their male
counterparts – and the higher the level, the wider that gap grows.” They go on
to say: “Specifically, at all levels, women are rated higher in fully 12 of the
16 competencies that go into outstanding leadership. And two of the traits
where women out-scored men to the highest degree – taking initiative and
driving for results – have long been thought of as particularly male
strengths.” Or to put it another way, the women who “make it” perhaps do so
because they are far better than the men. It might mean the focus should be
less on “what women bring” and more on getting them into leadership roles in
the first place. (Zenger and
Folkman, 2017). Sexual
discrimination continued to be the most frequent type of discrimination claim
received by tribunals during 2011/2012(Chamberlain, 2013).

 

There are only 32 women are now serving as CEOs of
Fortune 500 companies, roughly 6.4%. In 1995, there were none. Women are
slightly better represented in corporate boardrooms than they are at the CEO
level (Fortune, 2017). As of 2013, about one-in-six
board members of Fortune 500 companies (17%) were women, up from 10% in 1995 (jcombopiano, 2012). The pipeline for female leaders
seems to be widening. Women have made significant gains in educational
attainment in recent decades, better positioning themselves not only for career
success but also for leadership positions.

Since the 1990s, women have outnumbered men in both
college enrolment and college completion rates, reversing a trend that lasted
through the 1960s and ’70s. And women today are more likely than men to
continue their education after college. Women have also made inroads into
managerial positions and professional fields in recent decades. In 2013, over
half of managerial and professional occupations in the U.S. (52.2%) were held
by women, up from 30.6% in 1968 (Lagerberg, 2014).

 

 

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