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Women in Leadership and Social Change
Women in Leadership and Social Change
Leadership is important in enacting changes in the different social changes in an organization or a community. Due to this perspective, it is necessary to include women in leadership roles here they can be able to help in addressing different issues and challenges affecting the community (Northouse, 2016). Regardless of the underrepresentation of women in leadership roles, women have been associated with different strengths over men, which can be useful in these settings (Northouse, 2016). Women can also be trained in on specific leadership skills, which can enable the women to improve their leadership effectiveness in the social change process. Women have an impact in leadership roles on community and social change, as they are mainly involved in community forums and activities in different perspectives (Northouse, 2016).
This has increased the value of women leadership in creating a social change in the community. Women in different communities have also been trained to improve their skills to continue performing their roles of establishing and maintaining relationships, which are important in ensuring an effective social change process (Elliott et al., 2016). Women in leadership roles have been attributed to better decision-making and the ability to mobilize other individuals in achieving a specific vision (Elliott et al., 2016). Women have also participated in improving the social environment, which is important in improving networking between community members and achieving shared vision. However, there are different challenges faced by women, which affect their performance in leadership roles. Awareness is an important step to address some of these challenges (Elliott et al., 2016).
There are different leadership approaches and theories which women might need to accentuate to lessen their apparent underrepresentation in major leadership jobs. One of the leadership approaches is transformational leadership style, which is important in helping women to overcome the challenges that they face in their leadership roles (Folta et al., 2012). Transformational leadership helps by providing a way of overcoming role incongruity, which is prejudice towards women leaders. The role congruity theory focuses on addressing the perception of the society, which view women as weak leaders in performing different leadership roles (Folta et al., 2012). This prejudice has prevented women from achieving high status positions when women are placed in leadership roles. This theory will ensure that women are perceived in a positive way just as the male leaders (Folta et al., 2012).
The expectations states theory can also be applied to lessen the apparent underrepresentation of women in major leadership roles. This theory is based on social-psychological aspect, which explains social inequality by explaining how individuals evaluate other individual’s competence, which has an influence on the individual (Rhode, 2017). This theory states that individuals are evaluated according to their skills and abilities as well as other factors, which include gender, age, and race. A better understanding of this theory is important as some of these factors have no effect on the performance of an individual (Rhode, 2017). This will prevent individuals from making assumptions on others based on factors, which may have no impact on the performance of the individuals as this has resulted in potential women leaders being unfairly judged in the society (Rhode, 2017).
Elliott, C., Stead, V., Mavin, S., ; Williams, J. (2016). Gender, media, and organization: Challenging mis(s)representations of women leaders and managers. Charlotte, NC: Information Age Publishing.

Folta, S. C., Seguin, R. A., Ackerman, J., ; Nelson, M. E. (2012). A qualitative study of leadership characteristics among women who catalyze positive community change. BMC Public Health, 12, 383.

Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks: CA: Sage Publications.

Rhode, D. L. (2017). Women and leadership. New York, NY: Oxford University Press.

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