CENTERED

LEADERSHIP
[HRMM042STRATEGIC LEADERSHIP]

[ Module Tutor: Andrew Gough]



Word Count: 2598
Name: Herison Fernandez
Student ID: 11429330
Date of Submission: 13thFeb 2012


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Index
1. Introduction ....................................................................................................................................... 3
2.Centered Leadership ........................................................................................................................... 3
3.Dimensions of Centered Leadership.....................................................................................................3
3.1 Meaning. .................................................................................................................................................. 4
3.2 Positive Framing ....................................................................................................................................... 4
3.3. Connecting .............................................................................................................................................. 5
3.4.Engaging ................................................................................................................................................... 5
3.5.Managing Energy ..................................................................................................................................... 5
4. Leadership Theories-A Female Perspective .......................................................................................... 6
4.1.Early Leadership THeories ............................................................................................................................ 6
4.2..Gender Theories...................................................................................................................................... 6
4.3. Contemporary Theories .......................................................................................................................... 7
4.3.1. Transactional Theory ............................................................................................................................ 7
4.2.2. Transformational Theory ..................................................................................................................... 7
5.Assertion of Women in Business .......................................................................................................... 8
5.1. Women Leadership in New Era ............................................................................................................... 8
5.2.Gender Theories....................................................................................................................................... 9
5.3. Why Women Become Leaders ................................................................................................................ 9
5.3.1. The Women have Changed .................................................................................................................. 9
5.2.2. The Leadership Role have Changed ................................................................................................... 10
5.3.1. The Organization have Changed ........................................................................................................ 10
5.2.2. The Culture Role have Changed ......................................................................................................... 10
5.3. The Difference in Male and Female Leadership ................................................................................... 10
5.4.The Gender. Intelligence and Centered Leadership .............................................................................. 11
6. Conclusion ....................................................................................................................................... 11
7. References ....................................................................................................................................... 12
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1.Introduction.
Management is efficiency in climbing the ladder of success; leadership determines whether
the ladder is leaning the right wall
Stephen R Covey

Global business scenario has become more demanding. The financial down turn have
brought the pressure on the managers in to find alternative leading solutions. Irrespective of
activity, locality or scope, the world is going through a fundamental change that is going to
influence the every business, work and leadership styles. This momentum of change will also
continue to be in a fast track in a drastic way, so that during some point of time, may be in a
decade, the companies will be again thinking of changing its attitude towards business as
well as the managing styles. On these unpredictable conditions, there is no surprise in
rapidly growing demands and expectations from leaders (Leonie, 2008). We can see that
this sort of marked the beginning of many emerging leadership models.

2.Centered Leadership.
As pointed out by Joanna Barsh and her colleagues, though women are able to get same
range of brilliance, education, and dedication as men, only few of them manage to be in the
top echelons. This gender bias, according to them is because of the glass ceiling. Though we
have been hearing the phrase glass ceiling since 30 years, discussion on this imperceptible
barrier have got much relevance in this present scenario. As Hillary Clinton spoke to the
followers after withdrawing the Democratic nomination: "Although we weren't able to
shatter that highest, hardest glass ceiling this time, it's got about 18 million cracks in it. It is
in this situation, breaking down of invisible blocks to top in the management levels,
McKinsey recently published their study of female leaders, who are amazingly successful in
their arena (Barsch, et.al,2011).

3.Dimensions of Centered Leadership
To produce a deferent leadership model, Joanna Barsh and colleagues interviewed more
than 140 leaders from deferent backgrounds, analyzed academic resources, and consulted
experts in the field of psychology, leadership, evolutionary biology, neurosciences and
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organizational behavior. As they have collected data in five broader categories, which has
got the interrelated dimensions, they could easily synthesize its five broader dimensions.


3.1.Meaning- the motivation that moves us
Leaders always are a source of dynamism and enthusiasm, because they are energetically
enjoying the satisfaction in it. Work will be a span in between weekends if there is no
meaning in it. Their analysis displays that it transforms into better job satisfaction, greater
productivity and loyalty. Indeed, meaning of job contributes to overall life satisfaction that is
five times greater than any other aspects. In their words, finding meaning in job and life
helped women to find new pathways and admit the personal risk implicit in their goals
(Barsch, et.al,2011).

3.2.Positive Framing
For many psychologists, there are two type of people, ie those who build their word with an
optimistic view and those who view it pessimistically. Optimists habitually have got the
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advantage. The survey shows that 75% participants have strong positive framing idea and
posses the right talents to improve the system. At the same time, only 15% of respondent
were thinking they are not so.
As the author says positive thinking and positive framing is two different notions. When
positive thought replaces the adversity with positive ideas and believes, the positive framing
accepts the reality and facts and acting against it. In a nutshell we can say the frames, which
individuals sight the world and the experience at process can bring a critical difference to
professional outcomes (Barsch, et.al,2011).
3.3.Connecting
When the latest means in communications arrived, which moves in great speed, - from the
CEO to the lower level workers traditional hierarchical forces seems less effective for new
leaders.
In the beginning, they always rely more on their skill to manage dense networks. More over,
they can find the amount of such web connections is amazing. Though they know this type
of situations are very challenging, it gives them an opportunity to get more contribution
from the people through creating awareness and a sparks of new ideas and enormous
commitment. The CEOs always should select classical leadership teams who can connect
whole network well (Barsch, et.al,2011).
In addition to this, the leaders should be proficient at making relations with scattered
individuals along ecosystem with whom the business actually done and gathering the right
people together to provide significant training and back up in managing issues.
3.4.Engaging
Of the respondents they surveyed, 13% of them only think that they are enough equipped to
lead for a change. It is not a surprise that risk aversion and panic can be flourishing when
there is a change. Leaders, those who can counter the emotions can support the people to
draw the courage to act and thus release great potential (Barsch, et.al,2011).
Inspiring people to face risks seems really hard for many corporate leaders. Engaging is
equally about risk taking. A reach out to others may help them to identify the chances in the
true frame and choose whether they to do it or not.
3.5.Managing Energy Levels.
One requires enthusiasm and commitment to sustain change. Some times leaders feel it is
hard to withstand energy with in the organization until they systemically recondition
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themselves with full of energy both physical and mental and help to make better condition
conditions to serve like a role models. One useful tactics to maintain the energy level is to
replenish the energy. Good self-awareness allows one intentionallyintegraterecuperative
elements in their activities (Barsch, et.al,2011).

4.Leadership Theories - A Female Perspective.
4.1.Early Leadership Theories.
In the 18
th
and 19
th
centuries, the scholars talk about theory of leadership, which is called
Great men theory. This theory says that the course of history has been changed by the
individual qualities of great men. What we observe from this form of literature is females
were not accounted as potential leaders (Peter, 2001). The leadership theories of this time
exclusively associated to men and nothing to attribute with the profile of women .
Trait theory, on the other hand, pointed on extraordinary skills and traits certain persons.
There are a number of traits had been listed that a leader should possess like capacity to
execute the activities, Self-confidence, self-esteem and great communication skills etc. This
theory also describes the leadership and traits in masculine terms. As a part of the trait there
was notion emerged in US, think manager, think male and this phenomenon like (Randal
etal, 1996).

After 1940s traits has been not been enough to describe the effectiveness of leadership. This
situation gave birth to the behavioral leadership theories with a perspective that not only
the inheriting qualities but the behavior, which could be learned or acquired, also matters.
The behavioral theory consists of three main behavioral studies including autocratic,
democratic and leissez-fair styles. Among these three types of leadership, democratic is
considered to be more effective and offers space for women leaders (Gary, 2005). In fact,
after the behavioral theories, women in management roles reached their broadest
recognition in US. Still, behavioral theory is not sufficient in raising womens profile in the
filed of management.

4.2.Gender Difference Theory
As I mentioned early leadership theories describes leadership in a male perspective. This had
the impact of eliminating women from the mainstream taking a role of leader. During 1970s
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gender difference has been discussed through the literature and tried to bring out the
difference between the men and women behavior. When we consider meta-analysis
(Eaglyand karue), gender differences management capabilities in male can be seen as
exhibiting the management leadership kills more than that of female. How ever, in the early
phase of 1990s, the leadership literature began to discuss about some specific performance
accredited to women (Jennifer, 2005). Till then, literature did not give much concern to
value the female characteristics in relation to leadership.

4.3.Contemporary Theories.
The arrival of gender theories marked the paradigm shift on the literature of leadership and
the qualities of women were recognized and evaluated. The development of Transactional
and Transformational Leadership has brought out two latest perspective of leadership
status of women and perceiving a gender distinction in leadership types.

4.3.1Transactional Leadership
Transactional leadership is basically is defined as completing the tasks with a complete
discipline and the followers should be improved and influenced and should perform well.
This leadership style appears with strong masculine qualities and characterized by
competition, hierarchy, authority and control. The term quality is the most significant
feature of transactional style and it was used to define leadership in 1990s. This leadership
style is about the transaction between the followers and the leader (Garry, 2005).

4.3.2.Transformational Leadership Theory.
On the contrary of Transactional leadership, Transformational leadership finds as the
individuals who find potential in their groups. Its a vey systematic leadership process
comprising planned and structured move for a change, the ability to handle the resources
and systematic analysis. The transformational leader, always generating an awareness of
objectives and the mission of organization accomplishes organizational change (Jogulu and
Wood, 2006). Transformational leadership generally characterizes a women modeled
leadership, erected on cooperation, collective decisions making and overcoming the
problems within the group. This theory is the one, which uplifted the feminine qualities as
the professional quality.
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5.Assertion of Women in Business
After ages of evaluating what makes leaders most effective and working out who possess
the Exact Stuff, management gurus now know how to boost the odds of getting a great
executive: Hire a female. Over the years, we can see the dramatic turn in the study of
leadership. Women have a skill to find the new dimensions of leadership, but the socio-
political barriers backfire her to reach the better leadership positions. While in US, 18% of
administrative positions held by women in 1972, it rose to a level of 46%. (US Bureau of Labor
Statistics, 1982, 2002) Current research tells us the conservative gender difference
considerably decreased (Adler, 2005). Recent update on comparison of both genders
brought out that emotional intelligence for women is higher than that of men. These
changes continue in leadership irrespective of gender and societal bias.

5.1.Women leadership in New Era

The notion that women are efficient leaders has passed the feminist authors and academics
of management to the mainstream media and is gradually getting popular day by day.
Writings in business magazines and other regular press reveal a basic rearrangement is
happening everywhere in the world that calls for a new age for women leaders. As written in
the Business Week, women got the so-called Right Stuff Fast Company corresponds the
future of business rely on women (Jennifer, 2005).

5.2.Why there is emerging trend of women leadership
The following situations can be attributed as the new emergence of women leadership roles

5.2.1.Women have changed.
As the time changes women move from domestic work to paid labor, there was an
emerging thought that there are some individualities needed for prosperingin the new
leadership. Womens psychological strengths and related behavior and their increased
human resource investments made a shift of context which was prevailed in the previous
male dominated leadership. There are some specific reasons that backed up the emergence
of women in professional arena (Eagly, 2003).
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5.2.2.Leadership Roles have changed
As discussed earlier the disparity between traditional style of leadership and the womenis
decreasing. For instance, think manager, think male researches had exposed in US,the
female managers hadembraced a more neutral outlook of professional head roles. When
leadership styles improve, a greaterpercentage of them offercircumstances to welcome
their managerial capability.

5.2.3.Organizational Practices have Changed
An important organizational change occurred partly through civil rights legislation, which
judgedit is illegal to discriminate gender wise. The old boy network of hierarchy and control
is changing and many organizations embrace the advantages of having women managers
(Eagly, 2003).

5.2.4.The Culture has Changed
if we have look on to the new organizational culture, it can be seen that the presence of
female leaders with different type of quality represents a new kind of managerial leadership
that indicates effectiveness and vibrancy. It symbolizes innovation and change.



5.3.Difference between Male and Female Leadership
Earlier, women were not observed as the correct choice for management roles. Over the
span of preceding three decades, each sex group has asserted the authority of their own
leadership roles. Leadership styles of men and women are now a hot subject for
academicians and professionals. According to Roseners Harvard Business Review article, in
an emerging situation, female behavior, especially collaborativeness and nurturance, is
suitable for managers rather than conventional and hierarchical behaviors. In a classic
leadership style, female have showed a lot of advantages than males (Jogulu and Wood,
2006).
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5.4.Gender and intelligence and Shared Leadership
Previously, Intelligent Quotient (IQ) tests were appreciated as a satisfactory measuring
intelligence. Newly, gender difference regarding transformational leadership style and
emotional intelligence were compared. Emotional intelligence plays a crucial role, where as
technical proficiency has got a nominal significance. Without EI, marvelous ideas
supplemented by an analytical brain wont be creating a consistent, productive and thinking
leader (Jennifer, 2005). According to Mayor and Caruso, females are very much better in
emotional intelligence than males. When they test EI, they found that empathy and social
skills a strong point to them, but motivation and self-regulation as the week point (Hopfi and
Matilal, 2007).
These studies imply that the most of the professionals can develop better leadership
qualities, centered in nature. Though it may not be stated in cause effect relation, there is a
solid association between the abilities and efficiency and joy of leaders is worth if we
consider. The qualities motioned by Joanna Barsh and colleagues, is more likely to be the
feminine qualities, or women better acquire those qualities than men. As far as i am
concerned Centered leaders take an approach of mentoring on the followers, inspiring
them to develop and showing responsibility in their organizations.

The so-called glass cieling is now breaking up. But on the other hand, some other article
brings the ideas that there is no such glass cieling. What ever it may be, we cannot deny the
fact that the participation of women in magerial level drastically increasing. The companies,
now a days, are rather concerned in long term existence in bussiness keeping good relation
with customers, suppliers and employees than making more profit. Along with this new
theories like transactinal leadership and now the centered leadership demands for women
leadership.

This emerging situations demand deffernet range of skill in leadership over the old boy
control leadership game. This is not exactly the women, but certain qualities, which feminine
in nature brings attention at this situation. As Joanna Barsh said, men also can aquire the
centered leadership qualities. To conclude, it is sure that the future will be for Emotional
Quotient not the Intelligent Quotient. It will demand for sustaining energy than hyper
activism, it is the time for pleasent communication not the agressive talks.

6.Conclusion
Women always had a capability to desire for leadership, however due to socio-economic and
political limits, they are not able to move forward for better positions. We know the times
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and situations changes, the so-called limitations have been considerably lowered, giving
females more opportunity to find new dimensions in leadership as well as management.
Being a concept, Leadership will continue to alter and advance through out times. It is
interesting, how ever, that even though women have made great strides in leadership roles
today. Though the typical stereotype in the business place exist between male and female,
as proven by research, females may possess greater emotional intelligence in addition to the
probability of leaning towards a centered model of leadership which offers vital qualities.


7.References
Books
1. White, P, Hodgson, P, Crainer, S, 1996. The Future of Leadership. 1st ed. USA:
Pearson proffessional Limited.
2. Peter, N, 2005. Leadership Theory and Practice. 4th ed. New Delhi, India: Sage
Publication, Inc.
3. Gary, Y, 2005. Leadersgip in organisation. 6
th
ed. USA: Pearson proffessional Limited.
4. Adler, N. J. 2005. Global leaders: Women of influence. 3
rd
ed , Sage :Handbook of
Thousand Oaks, CA

Journal Articles
5. Barsch, J, Mogolef. J. Webb, C,( 2011), How Centered Leadership Achieved Extra
ordinary Results. McKinsey Quarterly
6. Jennifer, P, Brian,H, 2005. New Era: Women and Leadership. Equal Oppertunity
International, 24/6, 49-56.
7. Elgeman, R, 1998. Priciple Centered Ledership and Core Value Employement. The
TQM Magazine, 10/3, 190-193.
8. Eagly, A, Carly, L, 2003. The Female Leadership Advantage : An Evaluation of
Evidence. The Leadership Quartely, 11/3, 153-163.
9. Jogulu, U, Wood, G, 2006. The Role of Leadership Theories raising the Profile of
Women in Management. Equal Oppertunities International, 25/4, 236-250.
10. Hopfi, H, Matilal, S, 2007. The Lady Vanishes: Some Thoughts on Women and
Leadership. Jouranal of Organizational Change Management, 20/2, 198-208.
11. Leonie V, 2008. Women; Leadership; Boards of directors; Equal opportunities;
Australia. Women in Management Review, 21/3, 180-194.