A Review of Workplace Leadership Styles:

Men Vs. Women

工作场所领导风格回顾：
男子 VS 。女性
https://www.helioshr.com/blog/2015/06/a-review-of-gender-leadership-styles-common-traits-in-men-vs-women/
The Characteristics of Male Leaders
• Men tend to have the following, generalized, characteristics associated with their
leadership styles.
• Transactional– A number of studies have shown that men exhibit a transactional
leadership style in comparison to women. A transactional leadership style is one in
which “job performance as a series of transactions to be rewarded or disciplined. [A
leader] establish[es] give-and-take relationships that appeal to subordinates’ self-
interests. Such leaders manage in the conventional manner of clarifying subordinates
responsibilities, rewarding them for meeting objectives, and correcting them for failing
to meet objectives” (Eagly & Carli, 2007).
男性领导者的特征
• 男性往往具有以下与其领导风格相关的普遍特征。
• 交易型——许多研究表明，与女性相比，男性表现出交易型领导风格。
交易型领导风格是一种“将工作绩效视为一系列需要奖励或纪律的交
易”的领导风格。 [ 领导者 ] 建立有利于下属自身利益的互惠关系。
这些领导者以传统的方式进行管理，明确下属的职责，奖励他们实现
目标，并纠正他们未能实现目标的行为”（ Eagly & Carli ， 2007 ）。
The Characteristics of Male Leaders
• Prefer Hierarchical Structure – Men tend to prefer a hierarchical leadership structure
because it allows for easier role clarity, the decision making process, and delegation of
authority. A disadvantage of a hierarchical structure is employees not taking enough
initiative to solve a problem. Instead, the employee defers to a higher level of senior
management to make a decision. This delay in making a decision can prove costly to an
organization needing to make rapid decisions.
男性领导者的特征
• 喜欢等级结构——男性往往喜欢等级领导结构，因为它可以
更轻松地明确角色、决策过程和授权。等级结构的一个缺点
是员工没有足够的主动性来解决问题。相反，员工会听从更
高级别的高级管理人员做出决定。这种决策延迟对于需要快
速决策的组织来说可能代价高昂
The Characteristics of Male Leaders
• Focus on Performance – Focusing on doing one’s best is what all organizations strive
for. This constant drive to outperform other team members could have a negative
impact on your firm because resources and knowledge aren’t being shared across the
organization. Instead, fiefdoms become established and entrenched, which could be to
the detriment of the firm.
男性领导者的特征
• 专注于绩效——专注于做到最好是所有组织的追求。这种不
断超越其他团队成员的动力可能会对您的公司产生负面影响，
因为资源和知识没有在整个组织中共享。相反，封地变得牢
固和根深蒂固，这可能对公司不利。
The Characteristics of Male Leaders
• Direct Communication – As was mentioned in a transactional leadership definition, a
direct communication style is where a leader clarifies subordinate responsibilities and
provides precise instruction for what they are looking for. Further, this can also mean
having frank discussions about performance – whether it has been good or needs
improvement. One downside of a direct communication style can be a team member’s
unwillingness to listen to the frank assessment of their performance.
男性领导者的特征
直接沟通——正如交易型领导定义中提到的，直接沟通方式是
领导者澄清下属的职责并为他们所寻求的目标提供精确的指示。
此外，这也可能意味着对绩效进行坦率的讨论——无论是好的
还是需要改进的。直接沟通方式的一个缺点可能是团队成员不
愿意听取对其绩效的坦率评估
The Characteristics of Male Leaders
• Like to Create Competition – A little competition amongst team members or
departments is a good thing for an organization. Various well-known leaders, like Steve
Jobs, have been known to set up competitions amongst divisions or departments with
good results ensuing. One drawback is creating an overly competitive company culture
where sources or ideas are not shared across your organization. An organization faces
enough pressure from outside competitors it makes little sense to create another
strain on staff by creating an overly competitive company culture.
男性领导者的特征
• 喜欢创造竞争——团队成员或部门之间的小竞争对组织来说是一件好
事。众所周知，史蒂夫 · 乔布斯 (Steve Jobs) 等许多知名领导者都会
在部门或部门之间开展竞争，并取得了不错的成绩。一个缺点是创建
了一种过度竞争的公司文化，在这种文化中，资源或想法不会在整个
组织中共享。一个组织面临着来自外部竞争对手的足够压力，通过创
造过度竞争的公司文化来给员工带来额外的压力是没有意义的。
The Characteristics of a Female Leader
• While the list below is not exhaustive, it is a good starting point for a description of
leadership tendencies generally associated with women in the workplace:
• Task oriented – Female leaders tend to be extremely focused on completing a task
assigned. Completing day-to-day tasks are necessary to ensure a company is running
smoothly from an operational perspective. While a task-focused leadership style helps
an organization run properly, employees working for a leader employing this type of
leadership style may not understand the context of why the task is important to the
organization from a strategic perspective.
女性领导者的特征
虽然下面的列表并不详尽，但它是描述通常与工作场所女性相关的领导
倾向的一个很好的起点：
• 以任务为导向——女性领导者往往非常专注于完成分配的任务。从运
营角度来看，完成日常任务对于确保公司平稳运行是必要的。虽然以
任务为中心的领导风格有助于组织正常运行，但为采用这种领导风格
的领导者工作的员工可能无法理解为什么从战略角度来看任务对组织
很重要的背景。
The Characteristics of a Female Leader
• Transformational – A number of studies have noted that women have a transformational style
of leadership. “Transformational leaders establish themselves as role models by gaining
followers’ trust and confidence....Such leaders mentor and empower followers, encourage
them to develop their full potential and….contribute more effectively to their organizations”
(Eagly & Carli, 2007). Transformational leadership is a powerful characteristic to possess
because it allows a leader to make necessary changes to a current business model. Without
transformational leaders, organizations would not have the capability of re-inventing
themselves at necessary junctures. For example, Marissa Mayer, CEO of Yahoo, is a
transformational leader because of her efforts to change Yahoo from a search and app
afterthought to a leader in search, apps, and other products.
女性领导者的特征
• 变革型——多项研究表明，女性具有变革型领导风格。 “变革型领导者通过赢
得追随者的信任和信心，将自己树立为榜样……这样的领导者指导和授权追随者，
鼓励他们发挥全部潜力，并……更有效地为他们的组织做出贡献”（ Eagly &
Carli ， 2007 年） . 变革型领导是一个值得拥有的强大特征，因为它允许领导者
对当前的商业模式做出必要的改变。没有变革型领导者，组织就没有能力在必要
的时刻重塑自我。例如，雅虎首席执行官玛丽莎梅耶尔是一位变革型领导者，因
为她努力将雅虎从搜索和应用程序的事后想法转变为搜索、应用程序和其他产品
The Characteristics of a Female Leader
• Prefer Flat Organizational Structures – Women tend to prefer leading and creating flat
organizational structures that allow for a more collegial atmosphere. This type of
leadership style is necessary for creating a new product or service that requires tight
integration amongst team members. At the same time, a flat organizational structure
does not take into consideration the experience and knowledge associated with a
more seasoned manager. There is a chance a key component is overlooked because a
lower-level employee does not have the experience or knowledge necessary to
identify a key step in the process.
女性领导者的特征
• 更喜欢扁平化的组织结构——女性往往更喜欢领导和创建扁平化的组
织结构，以营造更具合作性的氛围。这种类型的领导风格对于创建需
要团队成员紧密集成的新产品或服务是必要的。同时，扁平化的组织
结构没有考虑到经验丰富的管理者的经验和知识。由于较低级别的员
工不具备识别流程中关键步骤所需的经验或知识，因此有可能会忽略
关键组成部分。
The Characteristics of a Female Leader
• Promote Cooperation and Collaboration – Female leaders typically promote
cooperation and collaboration amongst team members. Cooperation and collaboration
is important for managing a large or a geographically dispersed team. On the other
hand, if members of the team are unclear of roles and responsibilities, there is a
chance for redundant work.
女性领导者的特征
• 促进合作与协作——女性领导者通常会促进团队成员之间的
合作与协作。合作与协作对于管理大型或地理上分散的团队
很重要。另一方面，如果团队成员的角色和职责不明确，就
有可能出现冗余工作。
The Characteristics of a Female Leader
• Promote Cooperation and Collaboration – Female leaders typically promote
cooperation and collaboration amongst team members. Cooperation and collaboration
is important for managing a large or a geographically dispersed team. On the other
hand, if members of the team are unclear of roles and responsibilities, there is a
chance for redundant work.
女性领导者的特征
• 促进合作与协作——女性领导者通常会促进团队成员之间的
合作与协作。合作与协作对于管理大型或地理上分散的团队
很重要。另一方面，如果团队成员的角色和职责不明确，就
有可能出现冗余工作。
The Characteristics of a Female Leader
• Indirect Communication – Often times women indirectly communicate their
expectations of a given task and allow more latitude in accomplishing a goal. On the
one hand, this can allow a team member to use his/her knowledge and experience to
complete a given task. Conversely, this can be a drawback if a team or department
requires a leader who needs to have frank conversations with team members.
女性领导者的特征
• 促进合作与合作——女性领导者通常会促进团队成员之间的
合作与合作。合作与合作对管理大型或地理上分解的团队很
重要。另外一方面，如果团队成员的角色和职责不明确，现
有的演示工作。
The Characteristics of a Female Leader
• Mentoring and Training Others – Everyone could use a good mentor and training to
upgrade their current knowledge, skills, and abilities. Beyond upgrading a skill set,
mentoring and training a direct report is important for ensuring coverage amongst
team members, especially if an associate is out sick or is busy with another
assignment. One drawback to this style is a lack of urgency surrounding the training.
Instead of seeing your leader as an authority figure, it's possible leaders may not be
able to separate business decisions from personal relationships.
女性领导者的特征
• 指导和培训他人——每个人都可以通过好的导师和培训来提
升他们现有的知识、技能和能力。除了提升技能之外，指导
和培训直接下属对于确保团队成员的覆盖范围也很重要，特
别是在员工生病或忙于其他任务的情况下。这种风格的一个
缺点是缺乏围绕培训的紧迫性。领导者可能无法将业务决策
与个人关系分开，而不是将您的领导视为权威人物。
New Research: Women More Effective Than Men
In All Leadership Measures
新研究：女性在所有领导措施中都比男性更有效
https://www.forbes.com/sites/kevinkruse/2023/03/31/new-research-women-more-effective-than-men-in-all-leadership-
measures/?sh=47f148cd577a
In 2023, for the first time in history, women CEOs lead about 10%
of Fortune 500 companies. This is undoubtedly an important
milestone. But it also underscores the need for more women at all
levels of leadership.
到 2023 年，历史上第一次，女性 CEO 领导着大约 10% 的
财富 500 强公司。这无疑是一个重要的里程碑。但它也强调
了在各级领导层需要更多的女性。
Fortune 500 Full Listing (2023)
https://www.50pros.com/fortune500
The Ready-Now Leaders report from the Conference Board shows
that organizations with at least 30% women in leadership roles are
12x more likely to be in the top 20% for financial performance.
世界大型企业联合会的《 Ready-Now Leaders 》报告显示，领
导层中至少有 30% 女性为女性的组织，其财务业绩跻身前
20% 的可能性高出 12 倍。
Research from Leadership Circle, based on assessments with over
84,000+ leaders and 1.5 million raters (comprising boss, boss’s
boss, peers, direct reports, and others), shows that female leaders
show up more effectively than their male counterparts across
every management level and age level.
Leadership Circle 的研究基于对超过 84,000 名领导者和 150
万评估者（包括老板、老板的老板、同事、直接下属等）的评
估，结果表明，在各个管理级别，女性领导者比男性领导者表
现得更有效年龄级别。
Creating a pipeline for women leaders is a business issue. IBM’s
report this year states that “Women remain acutely
underrepresented in the middle management tiers, jeopardizing
prospects for a healthy pipeline of future women leaders.”
为女性领导者建立渠道是一个商业问题。 IBM 今年的报告指
出，“女性在中层管理层中的代表性仍然严重不足，这危及了
未来女性领导者健康管道的前景。”