Women’s vs. men’s leadership abilities

Mihalache Cristina 8102Profesor coordonator: Mihai Frumuselu

Numerous studies have sought to determine the relationship between gender diversity in top management structure of an organization and its

financial performance, the impact of gender diversity at the level of

business.

Analysis of short-term and long (4 years) financial performance of 353 companies successful American had the following results (Catalyst - The Bottom Line: Connecting Corporate Performance and Gender Diversity):

• Companies with the largest presence of women in top management have higher financial results than companies where women are underrepresented in top management;

• Financial indicators were analyzed ROE (Return on Equity) and TRS (Total Return to Shareholders). Companies with more women in top have higher ROE of 35.1% and 34% higher TRS;

Return on equity (ROE) measures the rate of return on the ownership interest (shareholders' equity) of the common stock owners.

Total Shareholder Return (TSR) (or simply Total Return) is a measure of the performance of different companies’ stocks and shares over time

• Differences in corporate financial performance expressed by ROE is kept regardless of the industry in which the company operates that (were analyzed companies in five industries). In 4 of the 5 industries difference is maintained in terms of TRS;

• The converse is also true: the top 500 US companies successful, the best were more women in top management than the least efficient.

Although women represent 51% of the population and 46.5% of the active population, only 11% of managerial boards, composed of

women and only 4% of the richest people in the world are women.

Theories on gender differences in leadership started from the most

varied assumptions: the differences are biological or rather of style? Do

they differ in effectiveness as a leader, and if so, what differences favoring success? The differences are real or

perceived?

In conclusion:

• Typical male behaviors are considered important for the quality of leadership. People who have these behaviors without and supportive behaviors (considered more feminine) are charged a higher degree than other leaders. Women adopt these specific behaviors in order to succeed as male leaders, even though this model has advantages and disadvantages for them (likely to be perceived as less feminine).

Bibliografie:http://www.fundatia.ro/elisa/sites/default/files/Diferente%20de%20gen%20in%20leadership.pdf

https://images.google.com/