Although women’s roles in society have evolved tremendously in the past few decades, this progression has seemed to come to a bit of a stand still. Currently in the business world, women only occupy about 14 percent of senior executive positions at Fortune 500 companies. Since 2005, this number has hardly moved at all. If women in the US now count for over 60 percent of four-year degrees and make up almost 50 percent of the work force, why are such a small number in top management roles?
Peggy Claus, an executive coach and leadership expert in Berkeley, believes that one reason is because men are “expected to showboat a little” and it is in their second nature. However, women tend to be more modest, and if they delve too much into self-promotion they are seen as aggressive. Another reason is that women lack sponsors. In the business industry, it is almost impossible to be promoted without a sponsor. Yet many sponsors are tentative to pick a woman because of “sexual dynamics” and the fear of gossip spreading.
Meg Whitman, chief executive of Hewlett-Packard
Despite these unsettling facts, women must refer to others like Meg Whitman, new chief executive of Hewlett-Packard, as role models. We must remember not to settle for mediocrity in order to be promoted.
Article Source: For Women, Parity Is Still a Subtly Steep Climb
It is true that men who are extroverted and outspoken are often seen as leaders whereas when women do the same they are seen as bossy. Women are judged by a different standard than men. The recent furor created by David Schreck in respect of Christi Clark’s clothing is a perfect example of the challenges that women in leadership positions face: it is ‘fair game’ to judge a woman based on what she wears. It would be unthinkable to judge a man in the same way. To break this cycle, women who are currently in leadership positions need to mentor, coach, guide and support other women. Even if one young woman is supported and inspired by another woman, that will be one more young woman in the leadership pool.