Why are people saying "women are not suitable for leadership"

2022年11月05日

「女性はリーダーに向いていない」と言われる理由とは？ジャーナリストの浜田恵子さんは、「女性は男性よりも自尊心が低く、内なる政治力が弱い傾向がある」と述べています。「これまでは弱点とされてきましたが、今の時代はそういう人がリーダーに向いています。」というのも、私は社内ネットワークという財産がないので、社外にネットワークを求めるしかなかった。それによって視野が広がり、また新しい人とのつながりもできました。同じ考えで、同じ仕事をしてきた仲間とだけ付き合っていると、思考が内向きになってしまう。また自分に自信が持てないことが、今のリーダーにはプラスに作用しているようです。女性は "他者への共感 "を意識しています。つまり、女性が「弱み」だと思っていたものが、かえって「強み」になる時代になっているのです。(English) Why is it said that "women are not suitable for leadership"? Journalist Keiko Hamada says, "Women tend to have lower self-esteem and weaker internal political power than men." "Until now, this has been considered a weakness, but in this day and age, such people are more suited to be leaders," she says. It means that I did not have the asset of an internal network. I had no choice but to seek out networks outside the company. It broadened my horizons and also connected me with new people. If you only associate with colleagues who have the same ideas and have done the same work, your thoughts will turn inward. The lack of self-confidence has a somewhat positive effect on today's leaders. Women are more aware of "empathy for others." So, we are in an era where what women thought was their "weakness" has become a strength instead.

Why are people saying "women are not suitable for leadership"...it is because the image of leadership in Japanese society is too old-fashioned

The strengths of male leaders are turning into "weaknesses."

"Exchange-type leaders" who use both candy and whips

Professor Ginka Togel of the Swiss Business School points out that the image of the leader required is changing dramatically.

It is known that there are two types of leaders.

"Exchange Leadership" uses candy and whips to direct people's behavior in the direction the leader intends.

For example, "If you achieve this quota, we will give you a bonus," etc. This type of leadership appeals to people's profit and loss.

On the other hand, "transformational leadership" motivates people intrinsically and changes their internal sense of values.

Transformational Leadership" is suited to today's organizations.

Professor Tegel believes that the "replacement style" is wasteful and inefficient because it requires leaders to devote much time to monitoring and controlling.

In contrast, he says, "transformational" leaders can produce results that leaders did not anticipate.

The "exchange type" functioned in an era when hierarchical organizations were managed by "power."

However, now that organizations have flattened out and become more like networks, they cannot be driven by power or authority.

In an era like today, when technology is evolving at such a rapid pace that the successful models of 10 years ago are no longer applicable, leaders' experience of success will impede change.

In such an environment, it is more flexible in responding to change by drawing on the intrinsic motivation of the organization's members at that time.

What qualities, then, are necessary for a "transformational" leader?

Women are more aware of "empathy for others."

In the past, the necessary elements for an ideal leader may have been "independence," "proactivity," and "ability to execute.

However, according to Professor Torgel, the essential thing in a "transformational" leader is "respect for members."

And he analyzes that "women have more transformational leadership qualities than men."

Looking at the results of self-analysis by gender, more women consider "empathy for others" as their trait.

Furthermore, four elements make up the "transformational type": 1) trust, 2) motivation, 3) stimulation, and 4) coaching.

These women are also better at all of them.

One reason why the number of female managers and executives has not increased in Japanese companies is that many executives are unaware that the image of leadership that the times demand is changing.

Or, even if they are aware, they may be afraid that if they admit this, the "ideal image of a leader" that men have built for themselves will be destroyed.

Joys that those in management positions can only experience

As an AERA editor, I served as deputy editor for nine years.

During that time, I also gave birth and took ten months of maternity leave, which made it challenging to balance work and child-rearing.

Even so, I loved this position as deputy editor and the nature of my work.

10)

To a certain extent, I can work at my discretion and with several editorial staff members to efficiently output plans.

The real thrill of this was a sense of accomplishment and greater satisfaction than when I was working as a single reporter.

I have also tried to convey this "satisfaction and enjoyment" that can only be experienced in a managerial position" to junior women when they hesitate to take an administrative role.

11)

Why did I feel "second best"?

On the other hand, I also felt comfortable in this "second position" after the editor-in-chief.

Ultimately, the editor-in-chief bears the entire responsibility for the magazine.

Although I had discretionary authority as deputy editor, I did not believe I could be in a position where I would ultimately bear the full responsibility of the magazine.

After becoming editor-in-chief in 2014, I often wondered why I had always felt I was "good enough" to be second in command.

12)

I have worked with seven editors-in-chief, counting from my days as an editorial staff member, all of whom were men.

Many of the male editors-in-chief I saw were "top-down" and "instructional."

I saw this as leading to the ability to make decisions and execute them, and I felt that I could never have that kind of leadership.

I was caught up in the very image of a male leader, creating an "inner wall" within me.

13)

Female leaders emulating men does not work.

One factor that makes women hesitate to take on management and leadership positions is the "absence of role models."

However, I have realized since becoming editor-in-chief that you must create your leadership style.

There is no way you can suddenly become a top-down leader by copying men.

I have reopened my mind to the fact that I have to use my strengths, and more than that, I have to do it in a way that I can now.

14)

"Lack of self-confidence" is instead a strength.

Furthermore, one of the most frequently cited "inner barriers" among women is the issue of "underconfidence.

This "difference in self-esteem" is another factor that creates the difference in motivation for promotion between men and women.

Women tend to rate their performance 15% lower than men, and this low self-esteem is believed to be behind their hesitation to become leaders.

15)

The "underconfidence problem" among women has been viewed negatively.

In the first place, there are structural problems behind the underconfidence, such as accumulated lost experiences and opportunities due to unconscious bias.

However, some point out that this "underconfidence" and "low self-esteem" can be a "strength" for leaders in the current era.

16)

Instead, he points out that nowadays, low self-confidence can be a positive "strength" in "being able to introspect and being concerned about those around you.

It isn't easy to look objectively at how I was a leader, but as editor-in-chief, I have promoted several women to the position of sub-editor-in-chief.

I have realized from that experience that "women are fully capable of being leaders; in fact, many of them are well suited for the job."

17)

What is needed is an updated image of leadership.

Many women are relatively "respectful of others" and "polite communicators.

It has been mentioned that those are the qualities required of leaders today.

18)

It can be said that because they lacked the confidence to "give instructions unilaterally," it became routine for them to talk repeatedly, listen to what the other person had to say, and have the other person agree with them before asking them to do the job.

Today's younger generation wants to work with a clear understanding of "why they are doing this job.

To encourage this younger generation to work with a sense of fulfillment, what is needed is an update of the image of leadership assumed by the corporate side, management, and supervisors.

If this does not change, they will not be willing to recommend women as candidates for the following managerial positions.

19)

Working women's "weakness" is their internal political power.

Yuko Sasaki is managing an organization to solve the problem that 90% of women leave the sales field within ten years of joining a company.

She points out that the "weakness" of women working in companies is poor internal networking and information gathering.

The two are correlated because you can get information through a network.

20)

Why can the men pass the projects they want to work on and move to the departments they want to work in?

In observing the men who had more opportunities, they had a sponsor within the company, someone who could lift them.

They frequently went out for drinks with their bosses, seniors, and peers and exchanged information.

21)

When I first became a manager, I did not know how to behave.

I went to ask for guidance from female executives and managers outside the company whom I had met through interviews and other activities.

At that time, a female pharmaceutical company executive told me, "You need to develop your political skills."

22)

Gather information before suddenly expressing your opinion at a meeting.

To pass on a project you want to do, you should explain it to key people in the company in advance and ask for their understanding.

This is what is called "laying the groundwork," and women tend to dislike this kind of behavior as "cunning" and "not going the official route."

*laying the groundwork = Nemawashi:

An informal process of quietly laying the foundation for some proposed change or project by talking to the people concerned, gathering support and feedback, and so forth.

23)

However, the female officer spoke thus.

"Even if you try to pass a project through the formal channels only by making a good argument, it is not easy to give it in the company."

"If the goal is to execute the plan or project, then it is a strategy to think about what needs to be done to achieve that goal."

24)

The "Wall of Correctness" that Female Leaders Hit

At the time, I did not immediately understand it, as it seemed to follow the rules of a male-dominated society.

However, after many unsuccessful attempts, who should I explain it to first?

To convince male management, you can't function by arguing only for what you want to do.

Instead, I learned to think from the company's side and construct a logic that would make it easier for the company to give the go-ahead.

25)

There are several obstacles that women encounter when they become managers or executives.

One of them is this "wall of orthodoxy" or "wall of correct argument."

In-house training programs for developing female leaders often include a schedule of proposals to the company "from a manager's point of view."

Recently, I have come to believe that what I thought to be my "lack" or "weakness" may be my "strength."

26)

"Outside Mentors" and "Work Friends" to Support Women

At that time, finding someone within the company to consult was difficult.

I sought advice from women outside the company whom I met at my interview sites.

I called such people "outside mentors," I also published a feature on the need for women to have a mentor-like presence outside the company.

27)

Furthermore, when I struggled with balancing work with child rearing or felt like I was losing heart in my daily work, it was fellow moms and female managers outside the company who were working in similar positions at the same time who shared their feelings with me.

I called these beings my "work friends."

Talking honestly with these women about my worries and sometimes about the rewards of my work has allowed me to continue working to this point.

28)

For women to continue working, they must have these outside mentors and work friends.

These two beings do not just listen to your problems.

Sometimes, while talking with them, they have led me to ideas for projects, introduced me to interview people, etc.

29)

I think the "male advantage" has become a detriment.

Because I did not have the asset of an internal network, I had no choice but to seek out networks outside the company.

It broadened my horizons and also connected me with new people.

30)

Men have a strong network within the company, and until now, this has been a strength, but I think it is now becoming a detriment.

If you only associate with colleagues who have the same ideas and have done the same work, your thoughts will turn inward.

The lack of self-confidence has a somewhat positive effect on today's leaders.

Similarly, we are in an era where what women thought was their "weakness" has become a strength instead.