Gender in Leadership: Part 5
“Social capital theory assumes that a person’s family, friends, and associates constitute an important asset that can be capitalized in times of need, leveraged for capital gain, or enjoyed purely for the human interaction it affords” (Alfred &Nanton, 2009, p. 5). Mother Teresa had a very powerful network through using her communication skills and emotional intelligence skills. Consequently, she applied the theory of social capital in all her missionary services across different cultures which lead to very successful service centers all over the world. By applying this to the business environment, the productivity will increase due to better connections between people in the workplace through the network and increase one’s sense of personal identity. “Advocates of social capital theory promote the view that building relations and participating in the right networks increase one’s sense of personal identity” (Alfred &Nanton, 2009, p. 5).
“We should interrogate the ways by which traditional theories of social capital treat women as a nongendered group and places them un-problematically at the center of community life” (Alfred &Nanton, 2009, p. 8). In many cultures they deal with women as second grade creatures although they have the same powers and skills of leadership as men leaders. “Women’s attention to structural changes enhancing the work family interface and a more gender blind evaluation of qualifications can open the doors to allow more women entrants into the race for future leadership positions”(Wren, 1995, p. 167). Consequently, a proposal to increase the number of women in executive positions is to allow both men and women to grapple seriously with the impact of a changing society on the different organizations in different cultures by providing orientation and teaching programs about the powerful leadership capabilities of women. Additionally, to provide opportunities for the most qualified, of either sex, to apply their talents and energies to the leadership of the public and private institutions.
Gender in Leadership Case Study
Fr. Tadros Hirmina
St.Peter Seal of the Martyrs, Coptic Orthodox Church, West Palm Beach, Florida.
Palm Beach Atlantic University
Professor Carmela Nanton
Continued in July 2017…
Goleman, D. (1996). What makes a leader? In HBR’S 10 Must Reads On Leadership (pp. 1-21). USA: Harvard Business Press.
Maxwell, J. C. (2010). Everyone Communicates Few Connects. USA: Thomas Nelson.
Moodian (Ed.) (2008).Contemporary leadership & intercultural competence. Sage Publications. ISBB 9781412954532
Nanton, C.and Alfred, M. (2009). Social Capital and Women’s Supportsystems: Networking,
Learning and Surviving. San Francisco: Jossey-Bass Publishers. ISBN 9780470537343
Northouse, P. G. (2013). Leadership Theory and Practice (6th ed.). New Delhi, India: SAGE.
Sire, J. (2009). The Universe Next Door (5th ed.). USA: InterVarsity Press.
Taylor, C. (1991). The Ethics of Authenticity. Cambridge, MA: Harvard University Press.
Trompenaars, F and Hampden -Turner, C. (2012). Riding the Waves of Culture: Understanding Diversity in Global Business, (3rded). New York: McGraw Hill.
Wren, J. T. (1995). Leader’s Companion: Insights on Leadership Through the Ages. New York: The Free Press.
Leadership and Teamwork
And the LORD God said, “It is not good that man should be alone; I will make him a helper comparable to him.”
Appraisals are where you get together with your team leader and agree what an outstanding member of the team you are, how much your contribution has been valued, what massive potential you have and, in recognition of all this, would you mind having your salary halved.