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Gender Issues in Management
Leadership to
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Marion J. Howell
Picture of Marion HowellAs an Adler trained executive coach, and certified Myers Briggs Type Indicator (MBTI) and Emotional Intelligence facilitator as well as a CODI certified organization development practitioner, Marion leads the executive coaching work within Iris Group. Marion's intuitive capacity to see and draw out the very best in people has made her a much sought-after confidante, guide and mentor to leaders from all walks of life. She is a passionate advocate for the integration of objective data and feedback with a deepening sense of authentic self-awareness that enables people to transform their perspective so that they can see and pursue opportunities that may have been obscured by the misplaced emphasis on self-imposed constraints.  

Marion has an extensive background in the high technology sector and understands the unique stresses and challenges that result from highly cyclical markets, constant organizational realignments, and dramatically shifting accountabilities and expectations. Having navigated these waters herself on many occasions, and having journeyed with others, she brings both empathy and deep truthfulness to relationships. As she would quote often, she tries always to 'speak the truth with love'. She also has extensive experience in the volunteer sector and has a tremendous heart for supporting and encouraging women who have experienced abuse, depression and deeply held issues of self-esteem. She has gently, lovingly and firmly guided many to find a renewed sense of value, purpose and passion.

Marion frequently works with strategic leadership teams, seeing coaching as the implementation and integration mechanism for transformational change. As one client said, "All the changes around me felt unfair, almost a personal attack, until Marion helped me to shake off my self-imposed constraints and see change for what it really could be: my opportunity to seize control of my life and ride the waves of change where I wanted to go. I will be forever grateful for a life changing relationship."

Two of my favourite pieces of advice from Marion:

1. Your Sweet Spot with respect to work: Find what you're good at, what you're passionate about, and what someone will pay you to do.

2. You get to choose what you believe.

Marion's list of symptoms of depression or burn-out:
1. lack of motivation
2. irritability
3. trouble concentrating
4. feelings of isolation, pulling back from famly and friends
5. loss of interest in favourite activities
6. trouble sleeping
7. fatigue
8. low energy
9. thoughts of death or suicide
10. feeling worthless or guilty for no reason
11. hopelessness

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Transactional versus Transformational Leadership
According to a study done by Judy Rosener on "Ways Women Lead" (Nichols, Nancy Reach For The Top: Women and The Changing Facts of Work Life. Cambridge: Harvard University Press) typically, more men tend to see or find themselves in transactional styles of leadership, where job performance is viewed as a series of transactions or interactions with people above or below one on the hierarchy of power, where good service is rewarded and poor service is punished. More women typically tend to view job performance as getting subordinates to make the organization's well-being their own goal as well.

The transformational leader will

encourage participation
share power and information
enhance the self-worth of others
energize others

 

waving hand Exercise
Transactional
Give an example of transactional leadership from your own experience either as an employee or a boss, or perhaps from your experience as a customer in a store overhearing a manager speaking to an employee.
Post your answer in the Moodle Discussion Group.

In our first week together, we meet Mr. Hugo, who asks his employee to do two things:

In a downtown Toronto office, the boss, Mr. Hugo, asks his assistant, 
man wearing pin that says boss

"On your lunch hour today, would you please return this blouse? I bought it for my wife's birthday but it doesn't suit her. And get back early, please; Campbell is coming at two to go over his account, and I have some calculations that have to be done first." 

waving hand Exercise
Transformational
Re-write Mr. Hugo's part in this skit to have him act in a more TRANSFORMATIONAL style of leadership, with the aim of being better at one of the four characteristics of such a leader, above. Give your reasons for writing what you did.
Post your answer in the Moodle Discussion Group.

 

Guiliani's Six Principles of Leadership

One of my major concerns in this course is that students not come to believe that I think only women's ways of doing things are valid. Here below is what I consider a great list of leadership characteristics, from a man who led a city and a country south of us through a horrific time. An article in the Globe and Mail Careers section (April 2005) reviewed the six principles of leadership recommended by former New York Mayor Rudolph Guiliani, Mayor of New York when the World Trade Centre was bombed.

Firm Beliefs
Be clear in your mind what your beliefs and principles are and about what motivates you. Guiliani says, "people need to know where they are going and why, and they look to the leader to provide that."
person thinking
Positive Outlook
Be an optimist; face the truth of the situation and move quickly to find a solution
two people thinking of bright idea and of money
Courage
Everyone feels fear but a good leader overcomes fear to do the job that has to be done
person dancing on hot frying pan
Relentless Preparation
Know your subject thoroughly and prepare for the worst
woman studying
Teamwork
Know one of the main purposes of teamwork: to help individuals fill in the gaps. No one can know everything or do everything. Learn to delegate to your team
people pulling a rope together
Communication
Be able to express to others what you know; be a teacher and a motivator
two computers linked
waving hand Exercise
Rudolph Guiliani
Using one of Rudolph Guiliani's principles of leadership, give an example from management, either real from your own experience, or imagined, of how a manager would follow Mr. Guiliani's advice well.
Post your answer in the Moodle Discussion Group.
 

Getting What You Want Through Good Leadership
According to Mario Moussa, co-author of a book on leadership titled The Art of Woo: Using Strategic Persuasion to Sell Your Ideas, the old idea of wooing, which almost a romantic connotation, is important in persuading a target audience. The Globe and Mail, reviewing that book in November 2007, lists some tips on getting people on your side:

Choose Your Target
Polish Your Idea, finding the right approach
Tell A Story, to keep people engaged
Personalize It, Vividly, giving the person something to relate to
Question the Obvious, making your target think in new ways
Demonstrate (show, don't tell)
Use Emphasis, whether raising your voice, rapping the table, or other means
Pose A Challenge in a paradoxical way
Get A Commitment: in Marketing we call it Ask for The Sale

Management vs Leadership: Non-Compartmentalizing

Marcus Buckingham in his book, The One Thing You Need to Know, contrasts management and leadership: to excel as a manager, you have to know and treat each of your employees as a unique individual but as a leader you have to be able to rally everyone toward a common goal. In some ways, women are already ahead on this path, as they typically tend to blend rather than compartmentalize their lives and their jobs. So that which has sometimes been seen as a weakness in women (she can't separate her job from her home life), may well turn out to be a strength. Good managers, of people and jobs and personal life, need to be able to see the whole larger picture.

Buckingham also recommends for personal success the simple formula to find out what it is you DON'T like doing and don't do it any more. I discovered through my first years of teaching that I hated lecturing; so now I do less and less of it. Take a look at your own life, as student, worker, partner, child, whatever role you wish, and try to discover where there are things you don't like doing and what you can do to change the situation.

Advice on Leadership and Management from the Globe and Mail
Source: Globe and Mail 26 December 2006

The Seven Deadly Sins of Leadership
Not having integrity
Not having a vision
Not being clear
Not developing others
Not listening
Not being decisive
Not being flexible

Climbing the Corporate Ladder Successfully

Be more flexible
Listen well
Realize that decisions at middle management level are more about listening than telling and understanding than directing
When implementing change: Assess agreement among staff on values and priorities, cause and effect
Being a Good Manager:
5 Necessary Behaviours
Consistency over time and situations
Integrity: doing what you you say you are going to do
Sharing and delegation of control
Open communications
Demonstration of concern and sensitivity for employees' needs and interests

 

Organizing email and Computers

Don't answer an email request immediately; label it & put it in a task folder
Create a 20% task folder for important tasks and an 80% one for all the rest
Make use of templates for replies you tend to send over and over
Self Management: Delegating and Avoiding Procrastination
Stop outdoing, outsmarting and outworking others and instead learn to let them win
When you catch yourself procrastinating, write down on a card what you're avoiding, then set aside an hour a day to pull out a card and do it
Studies show we are LEAST productive working to a tight deadline; they also show we suffer from a kind of hangover from such work
Choose goals with benefits for your present-day life, not far off in the future
Plan your day every day on a 3x5 card, noting the most important 3 things you need to get done at the top; for to-do items, note down the first action you will do

Note how many of the ones about success with other people have to do with new and different styles of leadership that involve caring about people you supervise, taking the time to listen to them, to take their needs into consideration. These are all things that many women have done naturally as a factor of a tendency to "mother." Now it is being praised as a leadership skill. About time it was recognized, I'd say.

waving hand Exercise
Advice on Leadership
Again, from your own experience, share with us an example of good (or poor!) management use of one or more of these principles.Post your answer in the Moodle Discussion Group.

Sheryl Sandberg's Book Lean In

waving hand Exercise
Sandberg Leadership
How does Sheryl Sandbert's book Lean In help you further understand the topic of this unit?
Post your answer in the Moodle  Discussion Group.

 

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Return To Course Syllabus

AP/ADMS/WMST3120 3.0 Gender Issues in Management
York University, Toronto
M Louise Ripley, M.B.A., Ph.D.