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Women outscore men in leadership traits. Jack Zenger on why the majority of leaders are still men.
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Greater our next guest is -- -- he is an author and also co founders and our full man and he's here to talk about a survey that his consultants group.
Recently conducted 7000.
Leaders.
Were consulted for this it's -- 2011 survey about men and women leaders.
In the workplace and -- to go through some of what you found at first before I get into the results.
You -- identified you measured sixteen traits of great.
Leaders what are some of those trades.
It begins with character honesty integrity.
It moves on to some personal capabilities.
Like taking initiative.
Being willing to -- practice self development.
Being a good problem -- and then decision maker moves on to having good interpersonal skills -- it will work well on effectively with people.
Goes on to being driven for results really being focused on getting things done and being productive OK then -- -- leading change how do you bring about change -- let's.
About some of what you found first and -- we have a full screen here about the current situation what you found and among CEOs 97% of CEOs are guys.
3% of CEOs -- women in the executive -- 86%.
Man.
14% women vice president 74%.
26%.
-- -- can see the rest supervisors and empires let me ask a question.
Why are these -- these great differences between the sexes I would imagine that the trades are not unique to either one and gender.
There and a we think it's caused by three fundamental forces.
One of them is -- what happens in society in general my.
There are some things going on -- -- it was only -- in 1940 when when they got the right to vote.
Congress is 18% female so this is not a unique situation to business but business as part of the whole picture.
So it's partly societal.
Certainly there are things going on within organizations.
Clearly the fact that only.
No 125.
CEOs is is woman -- says that something happens that.
The senior people the board of directors has some questions have some qualms about putting a woman in that position.
And the purpose of you know there's no good reason if you're the border if you're a senior executive if you're worrying about how she's gonna do when she gets there -- she's gonna -- just.
By -- -- I think we have another full screen we can show now called overall leadership effectiveness.
Actually what you found.
Was that women scored higher.
On their effectiveness and -- men is there -- reason you think that the women who make it into that 3% or 14%.
Or 26% leadership role.
Why they score higher than the man.
Yes so.
The first of all isn't that women were -- the eightieth percentile on the men -- at the twentieth percentile these were it was never get a quantitative pulled a relatively better all right -- all ban.
But women tend to be.
You know that they they were they grow up and they play differently they play in a more collaborative.
You know.
-- better team players they build relationships they've listened better.
So as as leadership has moved away from being command and control them to being a more participated.
Kind of style of leadership women really are adapted to that kind of leadership and do very well.
So I am I that let us that we bring back the first -- -- have a question your particular -- -- full screen you'll see that among new hires men and women women outnumber.
The new hires but then -- you start moving up towards the the corporate boardrooms and then command and control leadership.
The women are dropping out they're not at least represented -- yet he's -- because traditionally women sometimes make choices that don't keep them in the work environment.
Rates -- the -- -- mom or at least for the first few years after the kids are born it's traditionally a woman who stays -- -- When they've done surveys.
Men and women in organizations and asked them a simple question do you aspire to be the CEO -- of the company.
36% of men say yes 18% of the women say -- -- -- what starts at a very early you know period in their careers.
I think there are some things going on within women and women have -- challenge when they go home from work they've got another job.
-- -- percent of the cases they've.
Raised -- kids.
Do all the household work prepare the meals and so they've got.
Demands on them that that men don't have and so as they as time goes on sometimes they opt out from those more senior positions they they take themselves.
Out of the running is what you just said that in what we find is that in a lot of cases women are still making meals and so doing the house right.
I would counter you on that I think it's and in the moderates a shared responsibility I think the better doing as much else sort.
And as much cooking -- the women in my wrong.
The data that we've seen says it's probably.
Changing and I certainly look at my own family and say it's changing it's -- hard pressed -- -- -- brought it up I think it I think you'll still find that about 92% of the cases that women are doing a lot more of household duties than the -- So five not that's CEO -- if -- on the board of directors of the company or -- part of a management team and I want my company to be the best.
How -- -- may be open up our.
Our team to the idea of helping women who we might be able to identifies potential leaders get there.
I think first -- You send the very clear signal that the data is clear that when they're put in those positions they perform every bit as well -- fact just a little bit better.
I think you you you say to your senior executives we need to have you be mentors.
And coaches.
What these people you know take -- -- around some of these people and kind of really help them through their careers that.
Remind me to do you know I wanna see you co authored a book about all of this decided to women tend to not met her other women or do they manager other -- -- men do.
Men men men to men but to would be that it.
They they do.
And there's no good data about whether they do it as well or better.
That that the challenge and in some organizations is of course when a senior man pays too much attention to younger woman that can be misinterpreted or misunderstood so there's some.
There's some interesting dynamics going on within the company -- about about that mentoring process.
Back -- and all of them.
The dynamics of that bad apple harassment training here two days I don't think.
But let that I would imagine does.
Suppose you know difficulties trying to figure out that that normal navigation what's appropriate.
I -- -- help you and what sometimes misunderstood.
Yes okay so your -- -- can -- get the book if people -- interested -- and how they have to get more women involved.
In leadership and the book can be obtained through Barnes & Noble dot com Amazon.com.
They can go to our website I think that's showing up on your screen here about how they can contact us and would be delighted -- -- make better and Israel unless thought you'd like to leave us with the -- all of us.
That the thought is this is not that women are necessarily all that much better than man I think the main message that -- -- search was meant to convey was.
Senior executives you don't need to worry about putting a woman.
At the most senior levels she'll do just fine thank you.
And it doesn't that it's not confined to human resources and customer service and they do really well in legal IT operations.
Women are as much driven for good results as -- in fact.
More right -- thank you very much for being with us and we appreciate it all the best you thank you.
