Women and Visionary Leadership
Visionary leadership - is just about being effective
In Women and the Vision Thing by Herminia Ibarra and Otilia Obodaru Harvard women score better than men on all leadership components except "evisioning." That is defined as "the ability to recognize new opportunities and trends in the environment and to develop a new strategic direction for an enterprise.” We also know that women are judged more harshly in performance evaluations for being too hard or too soft. But what does this notion of visionary leadership really mean?
The conclusion drawn by Herminia Ibarra on reduced levels of "envisioning" was based on 360 ratings by peers of the female research subjects. Anne Perschel is less confident about the exclusive use of peer ratings which "tend to be lower than those of other rater groups, including managers and direct reports." She recommends the use of the Emotional Competence Inventory, a recognized 360 assessment, which adjusts the weight of peer group scores.
Sweeping statements traps
I am reluctant to use globalization terms starting "Women are ..... " It's too broad brush and assumes that all women are the same. We are not. Some women are logical and linear. Some are not. On an anecdotal basis I have observed many successful women who are visionary in their thinking. I have also observed a high number of women who are not. These have tended to be more junior. [Tweet "This implies visionary leadership can be an acquired skill and learned."]
One of the areas that both saves and holds women back, is perhaps a more conservative attitude to risk and a slowness to see the bigger picture and tie it in with business numbers, especially at a lower level. I have seen women spend hours of collective time trying to save a few hundred dollars, not realizing that they spend more than they saved, in opportunity cost, in the economizing process.
Yet this slower and more thoughtful approach can help to minimize risk, as assessments tend to be more thorough and consultative.
According to Ellen F. Weber, PhD, Director of MITA International Brain Based the structural differences in between the male and female brain means they have different approaches. Women's thinking is a more integrated process while men take a linear, and what appears to be a more logical approach.
Two key omissions around visionary leadership
When people discuss visionary leadership, they rule out two key elements.
Omission #1 Vision is incremental
When Mark Zuckerberg thought up The Facebook in his dorm room to evaluate "hot or not", did he really envision the scope of Facebook as it is today? What did Sara Blakely envision when she looked for pantyhose that fitted properly that eventually became a sought after under garment called Spanx? Very often they are not about a single eureka moment, but a lot of hard work and collaborative evolutionary effort and energy, over a long period of time.
Omission #2 Vision needs to be effective
For vision to be effective, it has to be actionable. Visionary leadership and effective leadership are almost interchangeable and co-dependent. You can't have one without the other. Many people have had visions for business success but have failed. One of the hallmarks of a successful business leader (male) is coping with failure. Yet we are less willing to be so lenient with failed women leaders. Shall we see what happens to Marissa Mayer of Yahoo in the next 6 months? Is this why we bring women up to the edge of the glass cliff? Read: The Glass Cliff: Female leaders in Time of Crisis
Mark Lipton in Walking the Talk (Really) Why Visions Fail suggests that vision is about finding the balance between believing and doing and engaging others in that objective. He observes that visionary leaders:
"articulate it (sic the vision) to themselves and to others. They were willing to face the reality that, if the vision process at their organization stalled, it was perhaps because they succumbed to a form of inertia. And, most important, they were willing to be true to their own values and refrain from placing blame for inaction on some institutional imperative. They explored the vision not dispassionately from the outside, but with a full-range view of how they thought and felt about that distant future and what would be required of them to implement it."
So visionary leadership is about belief in self and others and communicating that energy to lead effectively. There is no reason why women can't do this successfully.
If you would like to find and develop visionary women for your organisation, contact 3Plus
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Dates for the Diary
March 26th Jump Forum Brussels
Making digital more human and gender balanced: challenges and opportunities in a workplace transformed by tech and artificial intelligence
- Keynote : Allison Gardner (Founder Women Leading in AI, Teaching Fellow in Bioinformatics / Maths / Computing at Keele University)
- Round table: Alexandra Van Hille (Chief of Staff Technology Belgium at Deloitte, Women in Tech leader, Ambassador She Loves to Code), Cassiano Mecchi (EMEA Diversity & Inclusion Lead, Spotify), Ségolène Martin (CEO Kantify, Ambassador Women in AI Belgium), Allison Gardner (Founder Women Leading in AI, Teaching Fellow in Bioinformatics / Maths / Computing at Keele University)
- Moderated by: Dorothy Dalton (Global Talent Management Strategist, inclusive workplace specialist)
March 28th Make the Most of Mentoring
Inhouse webinar for Ingersoll Rand Mentees on how to maximise the process to boost their careers.
March 29th Make the Most of Mentoring – Men mentoring women post #MeToo.
In-house live and virtual training session for Ingersoll Rand. In environments where most of the senior role models are men it’s important that there is a deeper understanding and adherence to best practices to advance the careers of women. This has become more sensitive post #MeToo where some men have concerns about professional relationships with junior women.
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