Expectations of leaders still differ according to sex

Despite years of equality legislation, female managing partners in the UK are still likely to be seen in a different light from men and be judged by completely different standards.

Our research into staff and management views shows that associates and other staff believe women bosses are often unsympathetic. It also shows that male leaders, according to their own employees, simply fail to inspire.

We conducted 95 studies of professional services and organisational managers in 21 firms over a four-year period, looking at where managers need most development and where their strengths lie, according to their own teams.

Line managers and direct reports in a range of organisations commented on the emotional intelligence of their leaders – comparing different styles against what they thought was most needed in their particular fields – in our Leadership and Emotional Intelligence Profile Assessment.

On average, the ability of managers to understand employees, develop their skills and manage conflicts are rated poorly. Nearly 60 per cent of male leaders are seen as not having much staff empathy. By comparison, staff seem to expect more of a listening ear from women, rating 70 per cent of female leaders as failing to empathise.

However, women are seen to be much better at developing their staff – indicating a stronger focus on organisational needs. Women are also ranked 11 per cent better at managing conflicts than men. Male leaders often rub their colleagues up the wrong way and half of them need training to sort it out, according to our survey.

Staff have different top-five areas of improvement for male and female managers. They say a third of male managers lack the ability to inspire, while women could achieve a lot more if they stopped underestimating their own abilities (see Figure 1).

Gender stereotypes

Our research confirms value judgements which have long been suspected. It may even account for the ‘glass ceiling’ and the waste of talent we see at senior levels – where both men and women fail to step up to the mark and lead their people.

Stereotypes continue to play out: staff believe that women are better in service-oriented roles and that men have better overall self-control.

Customer relations is one distinct area of comparison. Staff report that they see emotional self-control as a strength for male leaders, who are wanted for a cool head in the middle of a deal. The most noticed female trait is the ability to anticipate, recognise and meet clients’ needs (known as service orientation).

 Startlingly, these two qualities do not overlap at all in the five key qualities perceived in leaders of different sexes (see Figure 2). However, there is some convergence: political astuteness in organisations, transparency, optimism and self confidence are seen to be vital for both men and women.

Prejudgement in action

Our study clearly shows prejudgement in action. You could say men are most valued for being calm. But, to be seen as good leaders, women have to get their hands dirty, deal with client complaints and work out what is needed at the sharp end. Which is more valuable in terms of a firm’s success? And which is better paid?

It seems, even in the modern day, that different skills are required and rewarded simply according to sex.

dgrant@leadershape.biz

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