We shouldn’t judge the performance of women leaders the same way we judge their male counterparts, according to research by Alison Pullen, Professor of Management and Organisation Studies at Macquarie Business School.
'Exemplary leader': New Zealand Prime Minister Jacinda Ardern is not constrained by having to act like a man, and is a great leader because of it, says Professor Alison Pullen.
“The problem is that women’s leadership is considered in relation to male leadership, rather than on its own terms,” says Professor Pullen.
Citing New Zealand Prime Minister Jacinda Ardern as an exemplary leader, Pullen suggests the ‘radical vision’ of feminist leadership ethics should be a game-changer.
This ethic is one that realises the full extent of women’s potential and that this potential is realised when they lead on their own terms rather than in comparison to men.
This isn’t about femininity; this is about not behaving in keeping with the expectations of traditional masculine leadership.
“Ardern’s performance is not essentially because she is a woman, but rather that she has the qualities required to manage the political situation and pandemic,” says Pullen. “This isn’t about femininity; this is about not behaving in keeping with the expectations of traditional masculine leadership.
“Those who stand in contrast to masculine leadership characteristics – such as competitiveness, aggression and stoicism – are more visible. Jacinda Ardern is not constrained by having to act like a man and is a great leader because of it. Men rarely show this sort of independence.
Pullen says Ardern does not fit the mould of what a political leader should be. Her empathy and compassion have been lauded, and these are essential leadership qualities at a time when her country needs stability and care.
“These are not necessarily qualities of female leadership," Pullen says. "The difference exists because men are socialised not to develop or express these qualities.”
Outdated gender stereotypes
Pullen, who is Joint Editor-in-Chief of the bi-monthly, peer-reviewed academic journal Gender, Work and Organization, says women’s performance needs to be thought about beyond outdated gender stereotypes that characterise much leadership thinking.
“Women’s performance is too often interpreted in relation to male performance. This is done by emphasising how women’s traits, behaviours, identities and practices are different to men’s," she says.
“Examples could include Margaret Thatcher being too masculine or Julia Gillard not being masculine enough. These gender stereotypes deny women the vast possibilities of who they are able to be.
Why are women required to align themselves with the traditional masculine behaviours and performance expectations?
Pullen says the stereotypes also influence how organisational dynamics and relationships play out. "This is why Donald Trump often calls women political leaders ‘a nasty woman’," she says.
“Women should be seen on their own terms. There are many ways to be a woman but institutional norms often encourage particular gendered performances. This limits women’s potential as they have to spend time and resources managing their identities.
“The women political leaders of New Zealand, Finland and Germany have each managed the health and economic implications of the pandemic differently. But they have also led their nations through the crisis differently to the male norm."
Unequal playing field
There are similar implications for companies and organisations and that society has to grapple with fundamental changes to the way women – and minorities – are perceived, Pullen says.
Vast possibilities: Professor Alison Pullen (pictured) says women leaders have led their nations through the coronavirus crisis differently to the male norm.
“Instead of looking at who is represented in leadership positions, including at CEO level, we need to be asking broader institutional questions:
“What are the structural and cultural barriers that deter women with intersectional differences from entering particular organisations? What are the barriers that prevent women from accessing leadership positions? Why are women required to align themselves with the traditional masculine behaviours and performance expectations?"
Pullen says the current system does not put men and women on an equal playing field.
“Fundamental changes are required to address inequality, including women’s access to work, access to childcare, superannuation and equal pay," she says.
“In addition, regulatory reform is required to tackle the issue of sexual harassment in organisations and society more broadly, and to address intimate partner violence.
“We need to look at all aspects of society in terms of how women are recognised, including in the classroom and the media, and start making tangible improvements. Today.”
Alison Pullen is Professor of Management and Organisation Studies at Macquarie Business School.
