Women in Leadership

Last week I attended the Women’s Endowment Fund dinner where Regina Brett, a columnist with the Plain Dealer, shared her thoughts on women and leadership.

I was the only man at my table—no cause for discomfort, as I live in a house with three females. (Come to think of it, our dog is even a female.) My table included women in various fields, all of whom are leading in unique ways. Several came as part of a family-run nursery/horticulture business that is now in the third generation of ownership.  Another is a top corporate executive at a major employer. And another runs a variety of social service programs, all geared toward helping the disadvantaged.

I realized as I was sitting there that I am among the first generation of men to spend their early careers under the leadership of women. My faculty advisor at Ohio State, Dr. Mary Marvel, was a top-notch social scientist. During a brief stint at the Ohio Legislative Office of Education Oversight, it was headed up by Dr. Nancy Zajano. As I entered the Akron area, I worked for two female directors at Summit Education Initiative (SEI)—Barb Greene and Judy Hummel. And at Leadership Akron, I’ve worked with two female board chairs—Mary Beth Carroll and Jody Bacon; and with two female staff members that continue to help me learn and grow.

Had I entered the workforce twenty years ago, chances are slim that I would have had one female boss in my early career. In these modern times, however, our incoming chair, Riley Lochridge, will be my first male supervisor in professional life, after six consecutive women who have helped me grow.

One risks becoming stereotypical in making general statements about what is unique among women leaders. I tend to think that all that I’ve learned from women colleagues/superiors I learned from dynamic individuals who happened to be women, rather than from women leaders per se. Research indicates that personality differences far outweigh gender differences when it comes to one’s leadership style.

Nonetheless, there are a few qualities that I’ve observed and admired across the various women leaders I’ve worked with. Literature in women’s studies and leadership also identify these as recurring characteristics of women in leadership. First, women leaders tend to be participative and inclusive in their decision-making. They value getting to the right answer above having the right answer. As a result, as a staff member, I’ve appreciated becoming part of conversations on future direction and strategy. When SEI helped launch the Healthcare in Progress initiative, it was a new partnership among local hospitals who were traditionally rivals. Yet the participative decision-making among the women leaders involved put the focus on the children to be served, and resulted in a program that has reached hundreds of children in its seven years.

I have also come to appreciate the “Relational Intelligence” of women leaders. The supreme importance of relationships among people and among organizations are critical to success in any enterprise. This is especially true in my original profession (and continued responsibility) of fundraising. In any decision about an operational or strategic issue, I’ve often counted on my female colleagues to bring to the forefront what impact that decision will have on our relationships with other people and organizations. Often, it’s how a decision is made and/or communicated that matters. It’s impossible to make decisions that please everyone, but at least show those who may be disappointed that you accounted for their perspective too.

So there is an unscientific observation of two qualities that stand out about the women leaders I’ve had the privilege to work with. A final quality is this: they look out for one another. Whether it’s the Chamber’s “Knowledgeable Network of Women” (KNOW) series, or the Women’s Endowment Fund, women leaders rally to support one another in their personal and professional lives. Last week I glimpsed this sense of sorority, as the Endowment Fund celebrated gifts to prevent violence against women, financially empower single mothers, and assist women refugees. (A photo from the event pictured above.)

The great opportunity about being among the first generation of men to spend their early careers under the leadership of women leaders, is that I am more attuned to applying their valuable qualities to my own leadership style. I am seeking to incorporate participative decision-making, relational intelligence, and a sense of community into my own leadership style. The qualities that these women have exemplified in their leadership are now accessible to the women and men who have worked for and with them. Many of these women brought their leadership qualities to bear in breaking through the “glass ceiling” and establishing their rightful place in the leadership ranks of corporate America. In so doing, they’ve created a new and more heartening challenge for my generation—to incorporate their best leadership practices across both genders, and use them to create a culture of leadership that is better equipped to respond to the challenges of the future.

To comment on LeaderLog, e-mail Mark at mscheffler@lakron.com.