Running head: DYNAMICS OF AN ORGANIZATION AND WOMEN IN LEADERSHIP 1

 Dynamics of an Organization and Women in Leadership

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DYNAMICS OF AN ORGANIZATION AND WOMEN IN LEADERSHIP 2

Dynamics of an Organization and Women in Leadership

Organizational dynamics refers to the practice of consistently reinforcing efficiency and

enhancing performance of employees. Additionaly, it can refer how an organization controls and

encourages organizational learning, improved operational processes, and strategic leadership

(Antonakis & Day, 2018). The efficacy with which an organizational structure functions

determines the amount of achievement within that company. When a company begins on an

organizational change path, there are several chances to capitalize. However, if the cause and

goal of the change are not defined for all those who will be affected, people will see it as a threat.

Moreover, transformation is all about strong leadership and how it is conveyed further down the

level of management (Care et al., 2021). Thus, it is the leader's responsibility to effectively

manage transformation in order to persuade affected workers of a brighter and more sustainable

working environment. Therefore, the paper focuses on women in leadership within the context of

balancing expectations and driving performance when considering the dynamics within the top

leadership structures.

In the modern day, women have increasingly demonstrated a desire to advance in their

professions while the ratio of women in the workplace has also grown (Deaconu & Rascã, 2015).

This shows women are showing their expertise in balancing expectations in an organizations.

According to Elias (2018), including women in an organization’s leadership structure leads to a

major impact in terms of decision-making, financial success, increased reputation, and also

encourages other women to be leaders. Similarly, women in leadership pose to be important in

driving performance in how they exercise their leadership roles. According to Liu et al. (2017),

women exhibit leadership behaviors like inclusive decision-making, acting as role models, and

believing in followers’ development.

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Consequently, there have been positive developments in terms of their participation in

areas that women have had difficulties pursuing in the past years. Notably, underpinning factors

such as the shifting landscape of management engineered by the global crisis has produced a

high-impact occurrence that jeopardizes the viability of organizational structures (Carmine et al.,

2021). It has revealed significant problems to the management of any organization, and also

some degrading the value, credibility, and even survival of organizations. As a result, female

leaders must strategically position themselves and the companies or institutions they lead to stay

flexible, vibrant, robust, and highly transformative, by establishing robust strategies in the midst

of diverse challenges and advances for superior commercial performance.

According to a study by International Labor Organization (ILO), women are currently

taking over managerial positions by 50 percent (Deaconu & Rascã, 2015). In addition, the same

study shows that most women occupy the positions in the middle of the pyramid and this

inequality at the top affects their overall performance. Besides, a policy brief by the UN on

women leadership during the present global crisis, women are spearheading successful solutions

despite their continued underrepresentation in decision-making forums (UN Women, n.d.). In the

brief, countries which have women as head of states (New Zealand, Germany, Finland,

Denmark, Iceland, and Slovakia) have succeeded in flattening the curves. To achieve this, these

women leaders have been found to use leadership styles like; being more collaborative than

competitive, more coaching than commanding, and collective than individual (UN Women, n.d.).

Moreover, women are woefully underrepresented as evidenced by their effectiveness in

leadership in decision-making institutions (Pollanen et al., 2017). Therefore, there is the need for

women's participation in higher organizational structures of every organization to foster balance

and drive performance when considering the dynamics in top leadership structures.
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References

Antonakis, J., & Day, D. V. (2018). Leadership: Past, present, and future.

Care, O., Bernstein, M. J., Chapman, M., Reviriego, I. D., Dressler, G., Felipe-Lucia, M. R., ... &

Zähringer, J. G. (2021). Creating leadership collectives for sustainability

transformations. Sustainability science, 16(2), 703-708.

Carmine, S., Andriopoulos, C., Gotsi, M., Härtel, C. E., Krzeminska, A., Mafico, N., ... & Keller,

J. (2021). A paradox approach to organizational tensions during the pandemic

crisis. Journal of management inquiry, 30(2), 138-153.

Deaconu, A., & Rascã, L. (2015). Women's role in leading organizations. Revista De

Management Comparat International, 16(4), 439.

Elias, E. (2018). Lessons learned from women in leadership positions. Work, 59(2), 175-181.

Liu, S. J. S., & Banaszak, L. A. (2017). Do Government Positions Held by Women Matter? A

Cross-National Examination of Female Ministers' Impacts on Women's Political

Participation. Politics & Gender, 13(1), 132-162.

Pollanen, R., Abdel-Maksoud, A., Elbanna, S., & Mahama, H. (2017). Relationships between

strategic performance measures, strategic decision-making, and organizational

performance: empirical evidence from Canadian public organizations. Public

Management Review, 19(5), 725-746.

UN Women. (n.d.). UN Women - United Nations Entity for Gender Equality and the

Empowerment of Women | UN Women –

Headquarters. https://www.unwomen.org/-/media/headquarters/attachments/sectio
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ns/library/publications/2020/policy-brief-covid-19-and-womens-leadership-

en.pdf?la=en&vs=409