POLITICS: Is There a Gender-Specific Leadership Style?
By Miren Gutiérrez*
ROME, Jan 9 (IPS) - Is there a female way to lead? Chilean President Michelle Bachelet has raised that possibility in saying that she tries to lead through consensus, not by imposition. “While not wishing to generalise, many women have leadership styles that have been described as ‘empowering leadership’ or ‘consensual leadership’, where they build leadership structures that share responsibilities according to the ‘best fit’, and in doing so, often create new types of leadership,” Ayesha Kajee, researcher at the South African Institute of International Affairs and board member of Transparency International’s South Africa chapter, tells IPS.“Since women also tend to discuss problems more openly and utilise ‘group-think’ to seek solutions, such solutions are often more acceptable to teams. Some have described these as inherently female ways of interacting, but these styles can and should be learnt by both men and women leaders.”
An example, Kajee says, is Liberian President Ellen Johnson-Sirleaf, who has “clearly indicated that she intends to bring feminine qualities to the Liberian presidency, a very important component in a country which has been decimated and devastated by horrendous crimes and human rights violations.
“But this is not to say that these qualities negate the need for a strong leader in Liberia. She has both — the traditional strength of will, ambition and determination associated with African leaders, which will prevent her being abused by the old boys’ club because she can fight most battles on equal terms with them, and also the nurturing, reconciliatory and healing qualities that her shattered nation requires to rebuild the national spirit and collective human dignity.”
Inevitably, a suggestion of any specifically female style of leadership is controversial.
Joanne Sandler, deputy executive director for programmes at the United Nations Development Fund for Women (UNIFEM), says she is reluctant to buy into the “essentialist argument” that women have a different way of leading.
“Some evidence tends to be true, but you cannot say all women build consensus and men don’t. But I think it is also true that in countries whose parliaments have more than 30 percent of women, where women can more easily access positions of leadership, they tend to get outcomes that address women’s rights more frequently, and other types of rights, so political negotiation is probably vulnerable to gender difference to some extent.”
In places where you have more than 30 percent of women in parliament or congress, “child care policy, security, education, issues that are often associated with women, begin to emerge. I don’t mean that men don’t care about them; but I think that there is evidence that the theory of critical mass is a valid one.”
Charlotte Bunch, executive director of the Centre for Women’s Global Leadership at Rutgers University in the U.S., tells IPS that “there is a more collaborative style of leadership that more women like and find comfortable. And women are more likely to do that, but I don’t call it female’ because some men are like that, while some women aren’t… But it is a cultural construction our world needs more of.”
Men can take the right decisions for women, too. “I think change comes about not only because of who the president is, but also because of who she or he appoints,” says Sandler.
“In Rwanda, a male head of state (Paul Kagame) has been very supportive of a gender equality policy, and as a result Rwanda has the highest percentage of women in the low and high houses of parliament. The combination of a supportive president and more women in key positions transforms the political structure, and then you start seeing changes.”
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