The Perception of “Strong Woman” and The Challenges Female Leaders Face in the Workplace
In the framework of the Armenian Science and Technology Center project by TSD
“If your actions inspire others to dream more, learn more, do more, and become more, you are a leader[1].” Leadership, leader or to lead have recently become buzzwords in our everyday life. Everyone wants to become a leader and everyone wants to lead. However, being a “leader” does not mean to become an icon or idol to be worshiped. It is a hand that reaches out when we need it, it is a vision being provided when we are lost, it is a wing being bestowed when ours is cut off. As Michael Josephson once said: “Great leaders are teachers, not tyrants. They help their followers see and understand more. They inspire them to become more and motivate them to do more.” Let us see, what kind of leaders we can be…
In this 21st Century, when everything can change in a second, has the concept and the understanding of leadership remained the same? To answer this question, we should discover where leadership originated. It all began when people started to form their first groups, when they organized their first hunting, when they met up to solve their first conflict or when they chose their first leader. Leadership is all around us[2]. So, how do we define a “leader”? A “leader” is a person who leads[3]. Logical, however, to observe it in more detail, let us compare the word to “lead” with the word to “manage” because in leadership studies these are the two concepts that are very often misunderstood. When we look up “manage” and “lead” in the etymological dictionary, we will note that the words have very different root origins. Manage, as well as management and manager, derived from the root word “manus,” meaning “the hand.” Moreover, the words “command” and “demand” also come from that same root. There is a clear connection between managing and handling or controlling things[4]. The words “lead,” “leader,” and “leadership,” on the other hand, share as their common root the word “to go.” Leading, at its roots, is about movement and guiding, namely "to guide on a way: show by going with or in advance of.[5]" All managers must be leaders, but not ALL leaders must be managers[6]. Management is much more about the practices that get existing things to run efficiently and effectively. Leadership practices are about changing the way things are and creating new realities. “What’s new? What’s next? What’s better?” Leaders are who take the experience from the past and bring it into the present, use it to make changes and create a new future with it (Figure 1):
Now, when we have generally known how leadership or leader is defined, we need to observe it in its field of study: it will support us in our journey of finding the picture of a true leader. There is a wide variety of different theoretical approaches to explain the complexities of leadership, therefore let us pinpoint the most outstanding ones.
The study of leadership dates back to Plato[7], Sun Tzu[8], Machiavelli[9] (Great Man Theory[10]), Stogdill (Trait Theory), Robert Greenleaf (Leader-Follower Theory) or Senge, Hamilton and Kania (System Leadership Theory[11]) which has recently become the focus of contemporary academic studies. Leadership is a multi-disciplinary field that is studied within social sciences, humanities, as well as professional and applied fields of study, is closely related to the field of organizational studies[12]. Much of the credit for the experience narrates to Dr. Peter Northouse and Dr. Gary Yukl and their respective publications “Leadership: Theory & Practice and Leadership in Organizations[13].” Through these important works, each scholar has contributed greatly to the understanding of leadership behaviors. Aside from Leadership Studies in general, we also differentiate between Critical Leadership Studied (CLS). CLS draws on similar intellectual traditions; however, the latter tends to show what is neglected, absent, or deficient in mainstream leadership research. By raising under-researched questions, CLS has the potential to broaden understanding of leadership dynamics, developing new forms of analysis, as well as opening up innovative lines of inquiry [14]. This is a field that has much to talk about, and to sum up, our theoretical journey, let us see how Northouse imagines this process: “Leadership is a process whereby individual influences a group of individuals to achieve a common goal[15].”
So, we have explored leadership origins, its field of study, and its theoretical concepts, however, what skills do we need to work more effectively with others or be able to organize teams to work more effectively together? Now, we need to identify the foundations of effective leadership skills[16], which we can apply not only in the workplace but also in everyday situations.
Mastering leadership skills are crucial in each filed of activity. We may work in a bar, restaurant, grocery, bakery, possess a small business, or work in a huge organization. In all of these contexts, our effectiveness as a leader depends on how well we understand and are able to manage individual and collective behaviors in complex situations[17]. To be a good team-player we need to feel the leader, to be a good leader, we need to feel the team-player, reciprocally. Leadership is an interconnected action – like twins life (Figure 2[18]):
According to Harvard Business Publishing's report, “Leading Now: Critical Capabilities for a Complex World[19]” there are eight critical capabilities leaders must possess to be effective today:
1. Effective leaders manage complexity. Leaders who know how to manage complexity are skilled at solving problems and making decisions under fast-changing systems. Even before any definitive information is available, effective leaders must assess a situation's complexity and choose appropriate courses of action.
2. Effective leaders manage global businesses. Understanding global markets and knowing we are in a global market is key. Leaders should maintain a global focus on a day-to-day basis. This includes assessing what is happening with consumers, competitors, the economy, and the politics of the markets in which their businesses operate.
3. Effective leaders act strategically. Just as thinking globally is a must, a forward-thinking approach is also necessary. While older practices focused on long-term strategy development, today's world requires a more continuous process: Leaders must always be prepared to adjust their strategies to capture emerging opportunities or tackle unexpected challenges.
4. Effective leaders foster innovation. With the ever-increasing levels of competition, no strategy can sustain a company's competitive edge indefinitely. Regardless of how successful something may be, there can always be an emphasis on innovation. Effective leaders understand this and are focused on taking a business to the next level.
5. Effective leaders leverage networks. Successful leaders take networking beyond advancing their own careers. Rather, they view it as a way to benefit the organization and create relationships with customers, suppliers, strategic partners, and even competitors. No matter how it is used, though, effective leaders in this category must demonstrate a talent for collaboration.
6. Effective leaders inspire engagement. It is crucial to keep employees at all levels of an organization interested and engaged in the work being done. It is all about giving them a feeling of value. Simply retaining employees is not the goal. People can occupy jobs for years, but they will not create value for their organizations if they are not invested in their work. It is up to the leader to ensure employees actually feel that they are making a difference.
7. Effective leaders develop personal adaptability. Again, this is a matter of understanding continuous changes. Something that may have worked brilliantly in the past will not necessarily work again. They look at new realities through fresh eyes so they can spot valuable opportunities.
8. Effective leaders cultivate learning agility. Learning agility is the trait most everyone struggles with, says Ray Carvey, executive vice president of corporate learning at Harvard Business Publishing. As business strategies and models evolve, the leader must, as well. Effective leaders take the initiative in finding opportunities to learn. They continuously experiment with new approaches, using techniques such as rapid prototyping. Moreover, they take time to reflect on their experiences so they can learn from successes and failures[20].
To make it more structured, let us study what Forbes thinks about the key qualities that a successful leader should possess. According to the article[21], success begins with these 11 must-have traits of a powerful and successful leader, which can be learned and sharpened with time and practice: (1) self-managing, (2) acting strategically, (3) being an effective communicator, (4) being accountable and responsible, (5) setting clear goals and persisting in achieving them, (6) having a vision for the future, (7) managing complexity, (8) fostering creativity and innovation, (9) team-building and promoting teamwork, (10) creating lasting relationships and (11) learning agility (Figure 3).
11 Golden Rings of a Powerful and Successful Leader
Finally, “A leader needs to make sure that not only is he regularly in an optimistic, authentic, high-energy mood but also that, through his chosen actions, his followers feel and act that way, too. Managing for financial results, then, begins with the leader managing his inner life so that the right emotional and behavior chain reaction occurs[22].”
We have examined a few academic definitions related to the study of leadership, yet no exact formula, trait, or aspect has defined the powerful leader. For example, COC Chancellor Dr. Dianne[23] thinks that communication is one the most critical aspects of leadership and if you cannot communicate you cannot lead[24]. Let us see. In order to influence and persuade an audience, what do we need? First, we need to have good communication skills and easily engage with the audience. This is the way that the speaker will possess the ability to develop strong relationships with others and to establish respect and TRUST. Precise communication at the right place and the right time is a guarantee for success[25]. Similarly, as Denise Delvis, Communications Specialist at Empathia, thinks, communication is a key to leadership. “For leaders, a continuous improvement approach to communication skills development is essential[26].” So, as far as we have understood, good communication skills (Speaking, Listening, Writing, and Reading Effectively) enable leaders to transfer ideas, align expectations, inspire action, and spread the vision. It is not just, what you say - it is how you say it.
Having explored above, as Dr. Dianne, James Humes and we have noticed, “The art of communication is the Language of Leadership”[27]. Communicating with others is such an essential skill in business dealings, public speaking, and other professions or simply in everyday life, which we all need to succeed. This inspired me to find out what kind of communicator I could be. Do I often find myself misunderstanding others? Do I have difficulty getting my point across clearly? When it comes to communication, what I say and what I do not say or how I simply listen, are equally important and quite crucial. So, I took the Interpersonal Communication Skills Test by Queendom.com[28], which is a platform of various scientifically validated Psych Tests. I have examined the given statements, which indicate the degree of my communicability. After finishing the test, I received a Snapshot Report (Figure 4) with an introduction, a graph, and a personalized interpretation for my test scores. Here we see the results:
Interpersonal Communication Skills Test – Sample Report
According to the test[29], my communication skills are average, leaving plenty of room for improvement. I scored somewhere in the middle on the communication scale. (Test has shown this result because I am 60% extrovert and 40% introvert.) My leading strength is being very insightful, potential strengths picture (1) having average communication skills, (2) being somewhat assertive when I talk to others, (3) possessing average listening skills, and (4) acting relatively comfortable, dealing with emotions. My limitation is that I am not able to communicate clearly to others. As a result, I already have some skills and have shown the potential to master the communication process. However, concentrated effort is needed to develop these abilities even further. Communication plays a large role in the impression I make on others. It also influences my self-esteem, assertiveness, and social adjustment. If I want to reach my full communicating potential, all it takes is knowledge[30] and effort. Like most things in life, practice makes perfect.
Now, that we have somehow imagined what kind of communication skills we need to succeed or at least know what the most critical aspects of leadership are, I guess like me you are, too very curious to know, who are better communicators – women or men? How gender differences are displayed in the workplace? Well, in 2016, Carol Kinsey Goman[31] Ph.D., an international keynote speaker, leadership presence coach and author of “The Silent Language of Leaders[32]”, conducted research in the United States, Europe, and Canada to see how gender differences in communication were displayed in the workplace. The research has shown that both men and women identified the same sets of strengths and weaknesses in themselves and each other[33]. Here we observe the top three communication strengths and weaknesses for men and women (Figure 5):
Top 3 Communication Strengths and Weaknesses for Females and Males
In the workplace, people are continuously and often unconsciously assessing one other’s communication style for two sets of qualities: warmth (empathy, likeability, caring) and authority (power, credibility, status), describes Goman. There is no “best” communication style for all business interactions and, certainly, there are many exceptions to the generalities being presented, however typically women have the edge in collaborative environments where listening skills, inclusive body language, and empathy are more highly valued, and men are thought to “take charge” more readily and viewed as more effective in environments where decisiveness is critical. Men are also judged to be better at monologue – women at dialogue. Women display more “warm” body language cues. They are more likely to focus on those who are speaking by orienting head and torso to face participants. They lean forward, smile, synchronize their movements with others, nod, and tilt their heads (the universal signal of listening, literally “giving someone your ear”). Men send more “status” signals through an array of dominant behaviors, such as side-to-side head shaking, anger, and disgust expressions. They stand tall or they sprawl, sitting with their legs spread or widely crossed, their materials spread out on a conference table, and their arms stretched out on the back of a chair.
In all cases, as Goman points out, a communication style turns into a weakness when overdone. A female’s collaborative approach can come across submissive and a male’s directness can be taken as callousness. Men come across as too aggressive when their expansive postures infringe on other people’s personal space, when they have a “death grip” handshake, and when they emphasize status cues to the point where look haughty and uncaring. Women are viewed as weak or passive when they are unnecessarily apologetic, when they smile excessively or inappropriately, and when they discount their own ideas and achievements. When thinking where to start or how to balance power and empathy signals, so that they come across as both confident and caring, we should employ strategies that are most effective under various circumstances[34]. Definitely, this will give us an advantage.
So, we compared the strengths and weaknesses of male and female players, discovered how gender differences in communication styles are displayed in the workplace, and generally envisaged the most effective communicators. And, as men and women differ biologically, psychologically and in other spheres, indeed, the way they communicate will differ as well. However, this “Men vs. Women” battle has continued from century to century, and now, another round begins: “Who Makes a Better Leader?”[35] And, yes, at last, who?
One theory runs that society generally associates successful leadership with stereotypically “masculine” traits such as assertiveness and dominance, and so disapproves of female leaders because they violate these gender norms. As a result, women experience greater obstacles to reaching the upper levels. In the 1970s, Virginia Schein came up with the phrase “think manager-think male” to explain the automatic association between leadership and masculinity – an association that still exists, in certain circumstances. However, with the recent rise of transformational leadership and its emphasis on traditionally “feminine” traits like empathy, collaboration and emotional intelligence[36], the expectations of female leaders could be shifting!
As, Sebastian Bailey[37], the author of “Mind Gym: Achieve More by Thinking Differently”[38] and the cofounder of Mind Gym company[39], states, there is no universal rule: different individuals are differently suited to different situations. To that end, a study published recently in the Journal of Applied Psychology[40] aimed to add a more nuanced insight into the “male vs. female leaders”’ debate. By analyzing the results of 99 different studies that measured leaders’ effectiveness from 1962 to 2011, the researchers were able to unpick the situations in which male or female leaders excelled. Perhaps unsurprisingly, the results suggested that the culture of the organization makes a difference: in traditionally male-dominated, masculine organizations like government or the military, male leaders were more effective, while women triumphed in more “feminine” environments like social services and education. Interestingly, under the umbrella term ‘business’, female leaders also came out on top. There are a few possible explanations to this pattern of results: leadership is increasingly seen as a domain more suited to women, because of the many obstacles that women experience on their way to the top and the assumption that management is better suited to males, people assume that women who have made it to a mid- or high-level management position must be extra special, and so credit them with elevated competence, e.g. “She must be really good to have made it that far”[41].
History speaks about great women, and nowadays, we hear names like Sheryl Sandberg, Virginia Rometty, Ursula Burns in business, Angela Merkel, Theresa May, Christine Lagarde, or Federica Mogherini in politics, Michele Roberts, Val Ackerman or Maria Sharapova in sport. Their stories are different but there is one thing that unites them – and yes, it is strength.
However, when we speak about strength, we do not mean masculine. The notion that powerful women must be, lead and look like a man really aggravates Christine Lagarde, the managing director of IMF. In a video interview with FORBES she said, she dislikes the idea that you have to look like a businessman[42]. And yes, indeed why? Why should women in business or other male-dominated spheres look like or act like men? Of course, there general rules and qualities each businessperson should follow, it is not gender-oriented. Female leaders need to “dress” like a woman, not as a woman, thinks a man would dress if he was a woman[43].
Wrong stereotypes or misunderstandings about “strong woman” arise when we do not understand and realize her true nature. For example, Costa Rica President Laura Chinchilla, the country’s first female leader, once said that successful women face typecasting largely because society is still adjusting to women’s recent decision-making power. Chinchilla believes the most pervasive stereotype is that women are “weak,” a perception that may stem from women’s greater desire to build a consensus. “We understand success not as the result of just one person but as the result of a team,” she said. “Different ways of dealing with power is misunderstood as a kind of weakness[44].”
So, what makes a “strong woman” and why most men cannot handle such women? “The quality of strength lined with tenderness is an unbeatable combination, as are intelligence and necessity when unblunted by formal education[45].” Strong women are not with biceps or have titan look, or resemble Schwarzenegger. Strong women are intelligent, smart, unpredictable, independent, irresistible, and wild. As the famous American novelist and poet, Louisa May Alcott said: “I am not afraid of storms, for I am learning how to sail my ship” So when we meet a “strong woman”?
- When we see, someone who does not allow and does not need someone to influence her life. “She plants her own garden and decorates her own soul, instead of waiting for someone to bring her flowers”[46].
- When we see, someone who dresses simple, elegant, impeccable: “Dress shabbily, they notice the dress, dress impeccably, they notice the woman[47].”
- When we see, someone who shakes hands firmly and confidently.
- When we see, someone who knows how to conduct herself in public and in a crisis and acts with grace and dignity.
- When we see, someone who recognizes that developing herself is an empowering thing by learning from her mistakes along the way.
- When we see, someone who knows beauty gets the attention, but personality gets the heart[48].
- When we see, someone who knows how to accept a compliment.
- When we see, someone who does not let her mood dictate her manners.
- When we see, someone who is tough when it is warranted, and she never makes a promise she can keep[49].
- When we see, someone who is adventurous and free-spirited and embraces the opportunities life has to offer. She recognizes that there is nothing in this world she cannot accomplish with hard work, determination, perseverance, and commitment.
- When we see, someone who knows when to let go, and when to keep fighting.
- When we see, someone who moves forward and never looks back.
And, now the second part, why most men cannot handle such women? Let us think. There is an informative article about this issue deciphering 10 clues why most men cannot handle strong women[50]:
1. A strong woman does not need a man to fight for her, because she can solve her problems without any help. But men, need to feel wanted.
2. A strong woman knows what she wants because they love wholeheartedly and can continue exploring the world, with a man or not. It takes a self-confident man to allow this type of personality to take charge.
3. A strong woman will require honesty and vulnerability because strong women dive right into the depth of hurt, traumas, and life-changing experiences. Men tend to avoid vulnerability because they feel weak.
4. A strong woman is not intimidated by intimacy, because a strong woman is comfortable with her femininity, she will expect her man also be open to all aspects of intimacy. And maybe most men are not that open.
5. A strong woman can see right through lies because strong women are honest and expect complete trust in a relationship. If a man cannot be with her completely, she will have no problem discarding him.
6. A strong woman requires integrity and consistency because she has inner strength and cannot tolerate irregularity or indecisive personalities. If they start to feel that their man is pulling away, they will react accordingly and have no problem letting him go if they feel they are being played.
7. A strong woman is intense because has endured extraordinary challenges and obstacles in her life. She is willing to share her scars and expects the man to do the same.
8. A strong woman will not wait for the man, and the moment he starts to pull back, she will let him go. The strong woman will get hurt, cure their own wounds, and get back up ready to conquer whatever is next. (As in the famous quote: “I will think about it tomorrow[51].”)
9. A strong woman will love unconditionally, and when she feels that love in return, she will do anything she can to make him feel loved. Some men cannot handle this kind of unconditional love.
10. A strong woman will show the man who he is – his strong and weak parts. Some men cannot handle the emotional chaos that comes up with this projection. Being strong is not gender-oriented. It is a quality that both men and women can have. Moreover, to put it simply, a strong woman just needs a STRONG man.
“A strong woman believes that she is strong enough to face her journey… but a woman of strength has faith that it is in this journey that she will become strong[52].” What obstacles arise, what difficulties strong women face - they are not defeated. They encounter many defeats, yet are not defeated[53], because a strong woman takes difficulty or challenge as an opportunity. “Dear optimist, pessimist, and realist - while you guys were busy arguing about the glass of wine, I drank it! Sincerely, opportunist! [54]” The true leader takes the opportunities for others, empowers them, “tries to be a rainbow in someone else’s cloud[55].” And what do we think? Isn’t it the picture of a true leader: “A leader leads by example not by force[56]”. A leader looks a challenge dead in the eye and gives a wink[57]. Isn’t it what makes us a leader?
Generally, the challenges and opportunities of female leaders can vary. For example, this issue has become tenser mostly in developing countries. In Armenia, women are somehow integrated into government work, business, or other spheres. However, this tendency has become actual only in the last five or seven years, yet is not “picture perfect”. Women’s engagement in economic empowerment requires years and years of hard work, especially at the society level. As Harriet Beecher Stowe could comment: “Women are the real architects of society”. However, they are silent soldiers who are fighting in corners and can not find the courage to stand up and talk for their dreams, their values, or prospects. This courage is being muted as a result of social influence. However, why do we need the influence to start or continue our journey, as “We are much stronger than we appear to be; and maybe much better than we allow ourselves to be”[58].
“Each time a woman stands up for herself, without knowing it possibly, without claiming it, she stands up for ALL WOMEN”[59]. I stand up for all women who want to live because they are alive. I stand up for all women who want to feel the warmth of the sun, to hear the singing of birds, who just want to fly. I stand up for all women who want to be fire not to burn but to give light.
Sources
[1] John Q. Adams - an American statesman who served as a diplomat, United States Senator, member of the House of Representatives, and the sixth President of the United States from 1825 to 1829.
[2] “Leadership is All around Us.” Leadership and The Creative Economy. Animation by Antoun Monayar, https://www.youtube.com/watch?v=5DbV4OdBHc4
[3] Merriam Webster Dictionary.
[4] J. Kouzes, B. Posner. “To Lead, Create a Shared Vision”. Harvard Business Insider, January 2009 Issue.
I couldn’t find the complete article, and analyzed it part by part from various sources.
https://hbr.org/2009/01/to-lead-create-a-shared-vision
http://leadershipchallenge.typepad.com/leadership_challenge/2009/01/the-origins-of-leadership.html
[5] Merriam Webster Dictionary.
[6] J. Kouzes, B. Posner. “To Lead, Create a Shared Vision”. Harvard Business Insider, January 2009 Issue.
[7] Plato, “Principle of Leadership”. Chapter 7, Karl R. Popper. “The Open Society And Its Enemies: Plato”. Vol. 1, Fifth edition (revised), 1962, http://www.naturalthinker.net/trl/texts/Popper,Karl/Popper%20- %20The%20Open%20Society%20and%20its%20Enemies.htm
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[10] Gene Early, “A Short History of Leadership Theories”. Leaders’ Quest, https://leadersquest.org/content/documents/A_short_history_of_leadership_theories.pdf
[11] Ibid.
[12] Bernard M. Bass “The Future of Leadership in Learning Organizations”. Journal of Leadership & Organizational, Studies, SAGE, Vol.7, No 3, 2000, pp. 18-40, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.465.8796&rep=rep1&type=pdf
[13] Peter G. Northouse, “Leadership: Theory and Practice”. 6th edition, Western Michigan University, https://www.amazon.com/Leadership-Practice-Peter-G-Northouse/dp/1452203407
[14] D. Collinson, The Sage Handbook of Leadership, “Chapter: Critical Leadership Studies”. Publisher: Sage, January 2011, pp. 179-192, https://www.researchgate.net/publication/280091046_Critical_Leadership_Studies
[15] Ibid. p. 5.
[16] “Foundations of Everyday Leadership”. Taught by: Gregory Northcraft, Professor of Business Administration and Harry J. Gray Professor of Executive Leadership College of Business, University of Illinois at Urbana-Champaign, https://www.coursera.org/learn/everyday-leadership-foundation
[17] “Goleman Six Leadership Styles.” https://www.youtube.com/watch?v=fOGWwcQC7fw
[18] The background of the model is taken from Utah DNA Health Center website, http://www.healthlinkdna.com/dna-testing-locations/dna-test-utah/
[19] L. Axon, E. Friedman, K. Jordan, “Leading Now: Critical Capabilities for a Complex World”. Harvard Business Publishing, July 2015, http://www.harvardbusiness.org/leading-now-critical-capabilities-complex-world
https://www.harvardbusiness.org/sites/default/files/19309_CL_LeadershipCap_Paper_July2015_0.pdf
[20] S. Benna, “Harvard says these 8 leadership traits are critical for success”. Business Insider, Aug. 26, 2015, http://uk.businessinsider.com/8-leadership-traits-for-success-2015-8?utm_source=feedly&utm_medium=webfeeds?r=US&IR=T
[21] D. Patel, “11 Powerful Traits Of Successful Leaders”. Forbes, Mar. 22, 2017, https://www.forbes.com/sites/deeppatel/2017/03/22/11-powerful-traits-of-successful-leaders/#51e444ca469f
[22] D. Goldman, “Primal Leadership. The hidden driver of great performance.” Harvard Business Review 79, 11 (12/2001), pp. 42-51.
[23] Dr. Dianne Van Hook – College of Canyons (COC) Chancellor, https://www.canyons.edu/Offices/Chancellor/Pages/default.aspx
[24] Dr. Dianne Van Hook, “Communication & Leadership”. Management Academy, November 5, 2014, http://slideplayer.com/slide/3714013/
[25] Ibid.
[26] Denise Delvis, “Communication. Key to Leadership”. The Advisor, Empathia, Inc., 2014, https://www.csun.edu/sites/default/files/LifeMatters-leadership-communication-2014.pdf
[27] James C. Humes - author and former presidential speechwriter.
[28] “Interpersonal Communication Skills Test”. https://www.queendom.com/tests/access_page/index.htm?idRegTest=2288
[29] “Interpersonal Communication Skills Test - Sample Report”. https://www.queendom.com/tests/showsample.php?name=communication_skills_r_q&page=page1
[30] T. Bradberry, “8 Secrets Of Great Communicators”. Forbes, Jul. 19, 2016, https://www.forbes.com/sites/travisbradberry/2016/07/19/8-secrets-of-great-communicators/#5782cac30297
[31] Carol Kinsey Goman is an international keynote speaker who helps leaders communicate with impact and foster collaboration. She is the author of “The Nonverbal Advantage: Body Language at Work” and “The Silent Language of Leaders: How Body Language Can Help – or Hurt – How You Lead.” She has written over 300 articles in the fields of organizational change, leadership, innovation, employee engagement, collaboration, global business practices, lies and candor in the workplace, and body language. Prior to founding Kinsey Consulting Services, she was a therapist specializing in behavioral change, a singer and dancer in nightclubs, and a majorette for the 49er football team.
[32] Carol Kinsey Goman, “The Silent Language of Leaders: How Body Language Can Help--or Hurt--How You Lead”. Jossey-Bass, A Wiley Imprint, April 19, 2011, https://www.amazon.com/Silent-Language-Leaders-Help-Hurt-How/dp/0470876360
[33] Carol Kinsey Goman, “Is Your Communication Style Dictated By Your Gender?” Forbes, Mar. 31, 2016, https://www.forbes.com/sites/carolkinseygoman/2016/03/31/is-your-communication-style-dictated-by-your-gender/#34073b4beb9d
[34] Ibid.
[35] S. Bailey, “Who Makes A Better Leader: A Man Or A Woman?” Forbes, Jul. 23, 2014, https://www.forbes.com/sites/sebastianbailey/2014/07/23/who-makes-a-better-leader-a-man-or-a-woman/#5fc7ddad1260
[36] Ibid.
[37] Sebastian Bailey is the author of “Mind Gym: Achieve More by Thinking Differently”, Wall Street Journal eBook bestseller and the cofounder of Mind Gym, a company that transforms the way people think, behave at work and at home by using the very best of applied psychology. He writes about solving challenges at work and home using the latest research in psychology.
[38] Sebastian Bailey, “Mind Gym: Achieve More by Thinking Differently”. Harper One, New York, 2016, https://www.amazon.com/Mind-Gym-Achieve-Thinking-Differently/dp/0062331450
[39] Mind Gym Official Website, https://themindgym.com/about-us/
[40] S. C. Paustian-Underdahl, L. S. Walker, D.J. Woehr, “Gender and Perceptions of Leadership Effectiveness: A Meta-Analysis of Contextual Moderators”. Journal of Applied Psychology, American Psychological Association, 2014, Vol. 99, No. 6, pp. 1129 –1145, https://www.apa.org/pubs/journals/releases/apl-a0036751.pdf
[41] Ibid.
[42] Sh. Karabell, “Dressing Like A Leader: Style Tips For Women In The Spotlight”. Forbes, Jan. 16, 2016, https://www.forbes.com/sites/shelliekarabell/2016/01/16/dressing-like-a-leader-style-tips-for-women-in-the-spotlight/#6685825f2466
“Christine Lagarde's Advice To Women: Grit Your Teeth & Smile”. Forbes Interview, https://www.youtube.com/watch?v=0EDY0UbXAY8
“Christine Lagarde's Most Formative Leadership Lesson”. Forbes Interview, https://www.youtube.com/watch?v=aaQCxgMjQhs
[43] A paraphrased quote from 1988 American movie “Working Girl” http://www.imdb.com/title/tt0096463/
[44] J. Goudreau, “The 10 Worst Stereotypes About Powerful Women”. Forbes, Oct. 24, 2011, https://www.forbes.com/sites/jennagoudreau/2011/10/24/worst-stereotypes-powerful-women-christine-lagarde-hillary-clinton/#17be48c561ca
[45] Maya Angelou, “I Know Why the Caged Bird Sings”. Mass Market Paperback, November 1993, https://www.goodreads.com/book/show/13214.I_Know_Why_the_Caged_Bird_Sings
[46] Veronika Sheftstall – “To be Lady” quotes, https://fi.pinterest.com/pin/408631366159776415/?lp=true
[47] Coco Chanel.
[48] Marilyn Monroe.
[49] A paraphrased quote from 1988 American movie “Working Girl” http://www.imdb.com/title/tt0096463/
[50] “10 Reasons Why Most Men Can’t Handle A Strong Woman”. https://www.powerofpositivity.com/10-reasons-men-cant-handle-strong-woman/
[51] Scarlett O’Hara, “Gone with the Wind” by Margaret Mitchell.
[52] Quote is unknown.
[53] Maya Angelou: “We may encounter many defeats, but we must not be defeated.”
[54] Lori Greiner - the “Queen of QVC,” who joined the ABC show Shark Tank in 2012 alongside Barbara Corcoran. Greiner has hosted a QVC show called The Clever & Unique Creations Show since 1998 and hawks her popular products, such as jewelry organizers, on the channel. She also runs a product development and marketing company in Chicago.
Source: “10 Inspirational Quotes From Women Business Leaders”. https://www.entrepreneur.com/slideshow/247554
[55] Maya Angelou.
[56] Sun Tzu, “The Art of War”. The Oldest Military Treatise in the World, Translated from the Chinese by Lionel Giles
Originally published 1910, Allandale Online Publishing, Leicester, England,
https://sites.ualberta.ca/~enoch/Readings/The_Art_Of_War.pdf
[57] Gina Carey: “A strong woman looks a challenge dead in the eye and gives a wink.”
[58] Maya Angelou (1968-2014) was American poet, memoirist, and civil rights activist.
[59] Maya Angelou.