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山西财院78jitong 19781017--19820715

 
 
 

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78jitong.......................................................... 高三李五七弓长,三赵九刘七大王,阎吴谢孙崔氏双,柴米余侯箩万堂, 毛邓陈宋任申杭,曾肖徐翁程董梁,储曲祁解韦国强,男女七十学跟党。

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2017年9月12日  

2017-09-11 23:43:17|  分类: 默认分类 |  标签: |举报 |字号 订阅

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2017年4月日 - 78jitong - 春天在哪里......

Why Young Female Leaders Must Reject The Thought: "I'm Not Like Other Girls"

When I was younger, I didn’t want to be like other girls.

Much like a miniature businesswoman, I enjoyed directing other children on the playground at recess and sitting with the boys at lunch. I even remember deliberately choosing my favorite color at the boy's table one day, refusing pink and picking blue.

I was different, I told myself. I was special.

“Other girls” were vapid and emotional, thriving off petty drama and male attention. Me? I read books, played video games and excelled at mathematics.

What media insisted to me was that “other girls” – a single archetype purportedly encompassing my entire gender – were inherently unimportant. Instead, intellectual and emotional depth was limited to a select number of “cool” girls who could reject undesirable feminine traits in favor of traditionally masculine ones.

2017年4月日 - 78jitong - 春天在哪里......

So what I meant when I insisted, “I’m not like other girls” can be interpreted as:

“I don’t think other girls are valuable or important."

Driven by internalized misogyny, I used this phrase to position myself against other women. For a long time, this toxic mentality distanced me from other women who could have proven valuable friends and mentors. Ultimately, I lost out.

As a young female professional, I believe that the "other girl" mentality has contributed to the continuing leadership gap in corporate America.

Today, female representation in corporate leadership is stagnant.As of 2017, 27 women are serving as CEOs of Fortune 500 companies. Or alternatively, only 5.4% of the world's most influential American companies are led by women. And since Ursula Burns stepped down as CEO of Xerox Corporation, only one woman of color is represented within that number.

2017年4月日 - 78jitong - 春天在哪里......

Although there are clearly many complex issues that factor into this disparity, I would argue that the gap is due in part to the unique pressures female leaders feel to replicate a traditionally masculine style of leadership.

The female CEO is not like “other girls” – she is tough, plays in the boy's club, and can "fill a room" with her presence.

In the scholarly article, "Internalized Misogyny and the Politics of Gender in Corporate America", NYU social work professor Carol Tosone describes how female professionals are compelled to de-feminize their language and ultimately "come to view their own femininity in an objectified, disparaging way" in the corporate environment. As clarified by Harvard Business Review, "The premise is that women have not been socialized to compete successfully in the world of men, so they must be taught the skills and styles their male counterparts acquire as a matter of course."

In other words, female professionals are being told that career success depends on distancing ourselves from our gender. This teaches those of us who aspire to hold leadership positions that – well, if you’re like "other girls" and display traditionally feminine characteristics, you can’t succeed at leadership.

But if the answer to the leadership gap was simply to act more assertive, wouldn't we see continued improvement in representation rather than stalled progress?

Well, here's the thing: Being too much of a "cool girl" is also a bad thing.

According to Tosone, "A feminine management style is perceived as ineffective, but if [women] adopt the management style of their male counterparts, they may be criticized for not being feminine. In essence, the woman must choose between being effective and being liked.” A classic dilemma.

So, what to do?

I believe that we must change the conversation entirely and place greater value on integrating feminine styles of leadership.

Research by Catalyst and McKinsey confirms that including more women in senior leadership leads to better financial performance,proving that women are undervalued assets in the modern economy. In fact, the traditionally feminine assets that we disparage in "other girls" (i.e., empathy, vulnerability) are actually important sources of competitive advantage.

2017年4月日 - 78jitong - 春天在哪里......

According to a global study of 64,000 people from 25 nations and reported in the book,The Athena Doctrine, many traits identified as "feminine" by respondents were also deemed essential for the ideal modern leader. These traits included things like collaboration, vulnerability, flexibility, patience and empathy – all attributes considered strengths in the eyes of 64,000 people.

Clearly, in an increasingly interconnected world, masculine styles of leadership alone are not enough. By viewing femininity as a source of strength rather than a shameful weakness, both men and woman can offer the world more dynamic leadership.

"Woman’s equal standing must be accepted as an expression of the freedom of women aswomen, and not treated as an indication that women can be just like men."
Judy Wajcman, "Managing Like a Man"

Today, when I’m told I’m not like “other girls," I say that I don’t know “other girls."

The women that I interact with on a daily basis – brilliant entrepreneurs, aspiring doctors, and driven scholars – all bring something uniquely different to the table. In time, I hope that our narrow definition of leadership will expand to include these incredible women, as well as other dynamic leaders who go against the grain.

What do you think? Let me know your thoughts in the comment section.

Thank you for reading!

--

Hello, I'm Kate! I'm an impassioned global citizen and driven scholar at the University of Washington who likes to write about issues of next-generation leadership in an increasingly globalized world.

Follow me to stay updated on the latest content or connect with me if you resonated with this article and would like to talk more.


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