Authentic women leaders: backlash or acceptance
By: P. Hinman
Tags: Authenticity, Diversity And Inclusion, Women, Gender Equality

Patricia A. Hinman

Department of Communication and Leadership, Gonzaga University

COML 595 Theorizing Communication

Dr. Josh Misner

July 8, 2021

Introduction

While it seems women have made major strides in all levels of corporate and governmental leadership positions, they still find there is a glass ceiling when it comes to executive positions. One wonders if it is due to women not having leadership skills when attaining the highest leadership positions, or is it something else? Women are told to cultivate authenticity or face depression and anxiety, (Brown, 2010) yet being an authentic woman is considered incongruous for a leader. (Saint-Michel et al., 2015) On the other hand, a woman showing leadership traits is seen as not fitting the stereotype of a woman. It seems impossible to navigate the tension created by these multiple binds. We will explore how to use inclusivity in corporations to make it possible for a woman to be authentic and be considered leadership material.

Timeline for Women and Authentic Leadership

Authentic leadership theory and its limitations for women in leadership

Recalling Socrates’s injunction to “know thyself” and to seek understanding (Plato. et al., 1945), authentic leadership theory is based on “owning one’s personal experiences (values, thoughts, emotions and beliefs) and acting in accordance with one’s true self.” (Gardner, 2005) The trouble for women comes when “being ourselves also means differing from the leadership expectations and stereotypes.” (Saint-Michel et al., 2015)

“From an individual and relational perspective, achieving authentic leadership development becomes possible when followers believe that their leader acts in an authentic manner and decides to trust in their leader … leading to a positive follower development and outcome.” (Saint-Michel et al., 2015)

A woman with leadership characteristics can challenge the stereotypical expectations people may have about her, and make her leadership with those people tenuous. On the other hand, a woman leader acting in a way that doesn’t meet expectations of what people think are leadership qualities also cause her followers to reject her a their leader.

Finding a way to make it okay

What we need is a way to change the stereotypes of both women and leaders by building a climate of inclusion defined as the “degree to which an employee is accepted and treated as an insider by others.” (Shore et al., 2011, p. 1266) One company, Sodexo, is doing just that: intentionally working to “positively recognize differences and above all to integrate these differences so that everyone can work together and feel like full fledged members of the company community.” (Saint-Michel, 2015, pg. 131)

Woman leader acting like a leader results in upsetting men because she’s acting aggressive and not wearing the right shade of lipstick

Alice Eagly recalls Ann Hopkins’s discrimination case against Price Waterhouse to illustrate “the reservations that women in authority roles can elicit even when they convey the very same values that are conveyed by their male colleagues” (Eagly, 2005, pg. 464)

Backlash comes when a woman authentically acts in a way that is considered masculine (agentic) and followers “devalue [a woman’s] leadership style compared to men because agentic traits displayed by women are viewed as violating the prescriptive sterotype.” (Saint-Michel et al., 2015, p. 128)

Proactively promoting inclusion of women’s values: Sodexo

Female leadership is fostered in an organization that values it. Organizations, if they are to enable women leaders to be authentic, must actively promote the inclusion of all people. How to hold companies accountable for inclusion in the workplace: real problem, real numbers, real consequences.

Saint-Michel and Petit’s purpose was to “ask whether companies promoting gender equality, diversity, and inclusion demonstrated a more efficient and authentic leadership, especially among women.”

Using qualitative studies, quantitative study using a questionnaire survey, interviews of key people in the corporation, and meetings with leadership over a three-year period to understand corporate culture and values, and managerial perceptions. (Saint-Michel et al., 2015, p. 121)

How a theorist thinks

When women know their “true self” can be expressed with out backlash and fear of judgement, that their perspective is welcomed and celebrated in decision-making contexts, that stereotypical views are no longer accepted, they will be more likely be their authentic selves in the workforce.

Case study: Sodexo developing a climate of inclusion

Saint-Michele and Petit, using the case of Sodexo, demonstrate effective practices used to “promote women in different managerial positions.” Sodexo encourages communication that “regularly highlight(s) the integration of difference at work.” When integrating new people into the team, managers explains the new challenge, acknowledge the team’s fears and motives and work through them resulting in understanding and solidarity between members. (Saint-Michel et al., 2015, pg. 130)

“Sodexo values the uniqueness of employees through the promotion of differences” with the consequence of transcending stereotypes. This gives employees the freedom to celebrate their uniqueness, and to use it as the basis for authentic leadership.

Women can be their own worst enemies: supporting them through self doubt

“I really wanted the position, but as usual, I thought that I didn’t have all the skills to take on this job.”(Saint-Michel et al., 2015, pg. 135)

Even in a corporation that supports women and minorities, self-doubt can work against even the most supportive structures. Women may not feel supported. Intermediate managers must realize the role they play in supporting people through their struggles.

Inclusion and integration in the office I work in

It’s a little scary saying anything about the place I work from the perspective of being critical. Here are the facts: The team I am on is made up of 9 people: the manager, 6 loan officers, concierge, and sales assistant. There are three women: one loan officer, the concierge and the sales assistant. One loan officer, the concierge and the sales assistant, 33% of the team, are women; 33%. It’s a good environment, the manager is not overly controlling, everyone there is respectful to each other. It would be wonderful, however, to know about each person’s style and beliefs. Also, it would be helpful for the dominate group to understand what it is like being in the muted group, especially since the dominant group is also the largest, most powerful group.

L. M. Shore, et al define inclusion as “the degree to which an employee perceives that he or she is an esteemed member of the work group through experiencing treatment that satisfies his or her needs for belongingness and uniqueness.”

I would like to see the integration model used at my place of work. It would be helpful for each member to understand the challenges communicating with the different generations and genders in the office. Inclusion to promote fairness and belonging for in-groups and out-groups to understand the unique needs of the others would result in high-quality relations with each other, intention to stay, and commitment.

Conclusion

The study of authentic women leaders led me on a journey I had not expected. To be authentic takes more than being yourself. It involves a community of support, inclusion, and knowing you are an esteemed member of the team. What I have taken away from this study is to be aware of dynamics in a group setting and notice who is included in the in-group. It will be even more important as we go back to the office after more than a year of working remote. I hope to influence management to be aware that each person needs to know they are valued for their uniqueness and belongingness on the team. (Shore, et al., 2011, pg. 1266)

References:

Brown, B. (2010). Gifts of imperfection, the: Hazelden Information & Educational Services

Eagly, Alice H. “Achieving Relational Authenticity in Leadership: Does Gender Matter?” The Leadership Quarterly 16.3 (2005): 459–74. Web.

Michel, Sarah E., Petit, Valerie Claire (2015) Women as Global Leaders, Information Age Publishing, pp. 119–139

Nishii, Lisa H. “THE BENEFITS OF CLIMATE FOR INCLUSION FOR GENDER-DIVERSE GROUPS.” Academy of Management Journal 56.6 (2013): 1754–774. Web.

Pavlou, Christina, “Gender inclusion in the workplace: Going beyond diversity”, https://resources.workable.com/stories-and-insights/gender-inclusion-in-the-workplace#

Roberson, Quinetta M. “Disentangling the Meanings of Diversity and Inclusion in Organizations.” Group & Organization Management 31.2 (2006): 212–36. Web.

Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Ehrhart, K. H., & Singh, G. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 2011(37), 1262–1289.

Gardner, William L., Bruce J. Avolio, Fred Luthans, Douglas R. May, Fred Walumbwa,

“Can you see the real me?” A self-based model of authentic leader and follower development, The Leadership Quarterly, Volume 16, Issue 3, 2005, Pages 343–372

Plato, West, Thomas G., 1945-. Plato’s “Apology of Socrates”: An Interpretation, with a New Translation. Ithaca, N.Y: Cornell University Press, 1979.