“In the future world we will have a lot of women leaders… Because in the future, people will not only focus on muscle, power, but they will focus more on wisdom. They focus on caring and responsibility. “ thailand university
More than two decades after the United Nations’ Beijing Declaration and Platform for Action pledged to take the necessary steps to remove all hindrances to gender equality and the empowerment of women and LGBTQIA+, support for gender equality is lacking effective action to boost women’s representation at the tables of power. But the slow progress seen in closing the gender gap. According to the recent Global Gender Gap Report (2021), it will take another 135.6 years to close the gender gap based on the current rate of progress. In addition, the covid-19 pandemic and economic crisis has raised new barriers to building inclusive and prosperous economies and societies. In response to the gender diversity challenge, a wide range of initiatives and solutions have been proposed. Several countries have legislated boardroom gender quotas and propose policies requiring board composition disclosure (Terjesen et al., 2015).
Despite the social pressure on gender equality, a diverse range of academic literature does not explicitly develop a theoretical framework explaining the gender gap in leadership. At the individual level, gender stereotyping fosters bias against women in managerial selection, placement, and promotion, and training decisions (Schein, 2007). Traditionally, the most appreciated leaders possess characteristics commonly associated with masculinity, such as competitiveness, self-confidence, ambition and aggressiveness (for example, see Koenig et al., 2011; Schein, 1973). Yet, researchers have shown that many masculine traits did not always benefit the companies. Some researchers argue that female leaders have important traits, such as warmth and empathy that are useful during a crisis. Female executives lead differently than male executives (for example, see Gipson et al., 2017; Kirsch, 2018; Terjesen et al., 2009). They tend to be collaborative and enhance participative decision making (for example, see (Bart & McQueen, 2013; Mano-Negrin & Sheaffer, 2004)). At the same time, it is also argued that female executives behave like men in order to succeed.
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