Before beginning this unit, I expected to learn about
leaders who were powerful and why. After completing the required readings and
watching the lectures, I realized I was sort of correct, but mostly wrong. I
ended up being very enlightened about the differences in leadership style/skill
between men and women and why they tend to miscommunicate.
Communication differences among men and women are mainly due
to the fact that “each gender is a culture unto itself, raised with basic rules
of conduct “instinctively” known to all adult members of that gender” (Heim,
1995). Little boys were taught to
compete on teams at a young age. They won 50% of the time, and lost 50% of the
time. They learned to shake off their losses and move forward. Sometimes they
played with the big, tough, and rough guy, even if they didn’t really like
them. They were given a goal with directions and were supposed to follow them
exactly. On the other hand, women were raised playing with dolls. They did not
lose much…since you can’t really lose with dolls. This can explain why women
take losses in the workplace more harshly and internalize it more. Girls are
usually taught to avoid conflict and tend to play with other girls they like.
This can be more difficult in the workplace setting for women, since conflict can
often arise with other employees. Women also tend to be more invested in
forming relationships in order to expect greater outcomes. Whereas men enjoy
the hierarchy of power (Heim, 1995). Dr. Pat Heim summarized her lecture by
stating that one may need to change the way they behave between cultures in
order to get the desired outcome.
According to the “Business Women” online article (2008), men’s
styles are characterized as being: task-oriented, autocratic,
command-and-control, and punishment-oriented. Whereas, women’s styles are
characterized as being: team players, democratic, transformational, and
reward-oriented (“Business Women”, 2008). Women tend to use their positions of
authority to create a supportive, nurturing environment(“Business Women”, 2008).
While men use their positions of authority to create a hierarchal environment
in which they issue orders and expect obedience (“Business Women”, 2008).
From the team discussion, I was a little uncomfortable
learning about my peer’s own stereotypes of women in the workplace. I hoped
through my discussion with them, they could be more open to the idea of women
performing well in leadership positions.
I plan to change the way I communicate in my profession as a
nurse, in order to achieve my desired outcomes. When delegating to my male
techs, I may need to state directly what I want them to do, without the
chit-chat beforehand. With my female techs, I may need to invest in my
relationship with them more first, and then can expect better outcomes and for
them to follow through with what I have asked them. Bridging these
communication gaps can be essential for me in a leadership position. I think it
will be helpful for me when communicating with male physicians as well.
I enjoyed learning about the differences in style and skill
between men and women in leadership positions. I did not realize the major
influence social norms play on our miscommunication and differences. I think a
collaborative approach is most effective in a hospital environment, and I am
greatful for my own traits and abilities which will help me facilitate and
create this type of environment naturally.
References
“Business women differ from business men in style, not
skill.” (2008). Retrieved online from http://www.coaching-for-new-women-managers.com/business-women.html
Heim, P. (1995). The power dead-even rule. Retrieved online
from http://www.enterprisemedia.com/content/misc/powerdeadlg.pdf
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