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Description
Women are contributing new approaches to leadership and power. Yet the question remains--will this translate into advantage for women striving to make their way higher in corporate hierarchies? This author strongly believes so, but first, as she writes women must make certain adjustments.
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Power is an intriguing, multifaceted concept. The reality is that when we effect change, compete for resources, forge consensus, utilise relationships, strengthen positions, further our team's reputation, or ask for support we are engaging in acts of power and influence.
"Power-over" is implicit in making "power-to" work. Those who take up a leadership role develop some kind of power through which to attain influence over others. Power-over is the capacity to get people to do what they don't want to do due to resources, status, expertise, reward or punishment. Power-to is the ability or potential to bring about change. Empowerment has an assumed good. Power-to recognizes that power is relational and reciprocal. Anyone at any level can exercise power and also resistance.
Power plays out in decision-making and how goals are gained. It is as much about followers as it is leaders. It is used for individual gain or to help others. It does impact group dynamics. It can empower or repress relative power. Ethical and purposeful use of power is at the core of effective leadership.
Changing the C-suite contexts
This is "the era of the inclusive leader" Booz Allen Hamilton recently declared, "where the power of today's CEO is not as absolute." A synergistic approach is a paradigm shift in leader identity and the practice of leadership. Think about autonomy and individual achievement versus results enabled by an intricate collaborative network of alliances. Think of command-and-control hierarchies versus participative interactions of leaders and followers. Think of a directive style versus enabling others to take up their own authority. Think of making choices versus integrating the "and."
Within C-suites and particularly for the global executive officer (GEO) the profound complexity inevitable in working across countries, cultures and markets presents new contexts at every cross-point. GEOs constantly work on the inside, the edge or the outside of shifting global agendas. Articulating vision and strategy from a multi-country and multi-environment perspective, GEOs understand the need to unite and engage everyone. This global collegiality requires greater acceptance of difference, with absolute meritocracy, enhanced by open information flows. Collaboration is the corporate zeitgeist.
Leadership genre connects to gender. Traits... |
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