Are there differences in the leadership styles of men and women? And what factors do influence the Woman Leadership Effectiveness?
Many researches do show a number of differences in the leadership styles of men and women. As Cleveland et al. (2000) have pointed out, theories and models that explain how gender-related behaviors may emerge in organizations fall into three main categories:

1. Biological models aimed at genetic, hormonal, and physical characteristics. Usually they are not typically used to predict differences in leadership style.
2. Socialization approaches commonly invoked to predict or explain potential gender differences. Socialization models are sometimes cited to explain why, in leaderless task situations, women tend to take on interpersonal roles and men assume task roles. Importantly for the present research, socialization models have also been used to frame an argument that socialization processes in organizations tend to shape gradually the behavior of newcomers to fit the norms of the organization.
3. Structural/cultural approaches posit that there are social structures, systems, and arrangements that channel and define gender differences due to discrepancies in status and power.  Ragins pointed out that female executives seek ways to both demonstrate their managerial competence and develop a style that their male colleagues feel comfortable around.

Factors That Potentially Undermine Women’s Leadership Effectiveness:

1. Women attitudes are often based on their traditional socialization to be supportive, understanding, gentle, and to provide service for people. Such attitude is frequently seen as not leader-like. Also, when an individual’s mobility is blocked (as by the glass ceiling), the person becomes pessimistic and disengaged
2. Women’s self-confidence may be degraded by second-class treatment they receive in the leadership hierarchy. An important component in predicting leadership potential is a self-confidence.
3. The Corporate Environment. Although opportunities for employment in the field of male-dominated occupations have risen, the resistance to women’s presence has forced many women to leave these jobs. More over employers not only reduce women’s chances for promotion but encourage women to lose hope of being promoted.
4. The Old Boy’s Network encourages the solidarity between men but marginalizes, controls, and divides women. Male managers who often make decisions affecting the upward mobility of women have been found to perceive the characteristics needed for managerial success as being associated with those generally attributed to men. These perceptions can negatively affect women’s job placement, promotion, and access to development and training opportunities.

Traditional leadership style of men is Command and Control. A style of leadership that has often been used by women is an Interactive Leadership Style.

The Interactive Leadership Style is based on characteristics that have been described as more feminine, such as

1. Good communication skills (especially the ability to be good listener & to be empathetic),
2. Good intermediary skills (for negotiation & conflict resolution), and
3. Well-developed interpersonal skills & a soft approach to handling people.

Also this style encourages participation, shares power and information and enhances other people’s self-worth. Using this style of leadership people are more excited about their work…

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