Fact: Women think differently than men.Reality: Most models of leadership reflect the way men think.Truth: We need a model of leadership that reflects the way women think.
It's not that a male pattern of thinking is bad, clarifies Bob Seney, associate professor for gifted studies at the Mississippi University for Women, it's just outmoded. "When you look at the field of leadership," he explains, "you see that it's moving from the transactional to the transformational."
In other words, organizations—in the business world and the educational arena—are shifting from management models that emphasize control to those that "focus on making sure people have opportunities to fulfill their potential." When a leader creates such a working environment, Seney states, what results is a better product and an organization that can respond quickly to change—the kind of organization that "won't be left behind" in this competitive information age.
Why Women, Why Now?
According to Seney, current brain research recognizes that cognitive development for females and males proceeds along different paths. Couple this with life experiences, and the result is that women develop a perspective "based on connections rather than dominance." Both of these factors contribute to a woman's inclination to trust her intuition, nurture and affirm, build relationships, encourage honesty and directness, and focus on group goals, he explains.
All these traits, Seney notes, are found in contemporary definitions of leadership (see box). He asserts that men and women who want to be better leaders need to understand and value "how women know."
Such an understanding, for example, can help leaders replace the traditional, hierarchical structure with one that has no pyramid, says Seney. Leaders, instead, can create teams that are led by "the people most committed" to the teams' work, he suggests. More people then will have an opportunity to take a leadership role.
Easier Said Than Done
Despite the positive reception to the leadership ideals his model presents, Seney concedes that progress toward implementing the model is slow, for a variety of reasons.
Time is one factor. For such an approach to work, there must exist an environment that encourages honesty and directness—what Seney calls "authentic conversation." Establishing the trust required for such conversations takes time—time some leaders feel they don't have. Seney urges these leaders to look beyond the short term and focus instead on the long-term benefits of making such a time investment. "Once you have an atmosphere that supports the philosophy, leadership teams become very dynamic," he asserts. The organization is then in a better position "to respond to change and pressing issues."
Culture is another factor. Women are no longer a "token minority" in educational leadership, says Seney, but in many places in the United States, "administration is still a male-dominated world." In his state of Mississippi, for example, only six of 100 administrators are female. So "there's not much of an inclination to look at this sort of thing," he ruefully admits.
The situation is further complicated by women who have "made it to the top" by using a male-patterned leadership approach and are loath to change. Seney advises these women to gradually move into "a style of leadership that's more appropriate" for them.
And, as ironic as it may sound, Seney acknowledges that it may be necessary for men to introduce his model of leadership into the workplace. "If power rests with men, then they'll have to implement the approach," he states.
That may happen sooner than skeptics might think. Seney recalls how one leader called his largely male staff together and announced: "Gentlemen. If you want to remain leaders, you must develop intuitive thought."
Translation: Women's intuition.
Such stories are encouraging and, states Seney, support his belief that our most effective leaders are those who understand that traits once attributed only to women must be embraced by all.
A New Model of Leadership
"Leadership is the process of moving people in some direction mostly through non-coercive means."
—John P. Kotter, The Leadership Factor
According to Bob Seney, a model of leadership based on traits associated with female thinking will do the following:
- Reject the pyramid, top-down model of authority.
- Acknowledge that connectedness and responsibility are more important than separation and competition.
- Encourage people to work in teams and share leadership.
- Advocate the development of networks and other support groups.
- Value and develop intuitive thinking.
- Recognize the importance of authentic conversation—"real talk." Real talk is a way of connecting with others and acquiring and communicating new knowledge.
Seney presented his new model for leadership at ASCD's 55th Annual Conference and Exhibit Show. This is the third in a series of articles that will examine the leadership issues explored at that conference.