Genderless Leadership Breaks the Mold on Stereotypes and Opens the Door to Authenticity
Today’s academic research and journalistic think pieces widely the debate the most important characteristics for a great leader to have, and though there are generally favorable traits, top management professionals often have a unique blend of qualities that define them. More questionably, many of these articles ask whether men or women make better leaders, as though gender is legitimate criteria from which to measure leadership potential and capability.
We can all rationally admit that generalizing all men or all women in business is absurd, and that gender-based expectations in the workplace are limiting. While academic research has found evidence that certain qualities are usually more feminine or masculine, they certainly are not mutually exclusive. We tend to be more forward-thinking in the abstract, but in a practical setting when we picture a leader, we think of a man. This is a social and cultural construct that is difficult to eradicate.
In order to broaden our sense of a good leader to include all genders, we have to think of leadership as genderless. Academia often defines traits such as “competent” and “assertive” as masculine and “kindness” and “warmth,” as stereotypically feminine, and while there may be evidence that backs these generalities, of course such qualities are not “owned” by one gender or the other. In fact, there are many combinations of qualities across the spectrum that can provide companies with solid leadership. Can’t “assertiveness” and “warmth” live within the same human and work together on the corporate playing field? Of course they can. Does “competence” cancel out “kindness?” Surely not.
By labeling traits as being stereotypical to one gender or the other, we are confirming our limiting mindset that men are better leaders, so the typically masculine qualities must be better than feminine qualities. This is harmful, as labeled attributes do not live on separate dimensions. Men and women can have traits stereotypically assigned to both genders; and anyone is capable of leadership through their own unique makeup of characteristics.
Rather than concerning ourselves with the assumed gender of leadership qualities, we should be identifying the specific skills, attributes, and behaviors that are compatible within a given team or company, regardless of the gender of the powers that be, as organizations all have different needs, and those needs can all be met in a variety of ways. By recognizing the critical factors that help an organization operate true to its values and mission, the door is open for a President or CEO to lead as themselves and adapt to dynamic situations. By lifting the pressure to fit a certain gendered leadership mold, they are more agile, effective, and representative of the entire organization. Genderless leadership offers all of us the opportunity to grow and expand our experiences and thrive in our careers, on our own terms.
