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Women managers boost meritocracy and not favoritism in companies

February 4, 2020

Great Place to Work and IPADE launched a study that shows that companies where there is complementary leadership employees perceive greater credibility, respect and impartiality from their bosses

4 min read

The opinions expressed by employees are personal.

Women managers boost meritocracy and not favoritism in companiesWomen managers boost meritocracy and not favoritism in companies

“The strengths are in our differences, not in our similarities,” said Stephen Richards Covey, author of the book “The 7 Habits of Highly Effective People.” When you have a management team of 50% women and 50% men, you are guaranteeing complementary leadership.

What is complementary leadership ? The one that combines the best of the leadership styles of men and women, that is to say that you have 50% women and 50% men in these positions, which are associated with the characteristics they have as gender.

The professors of Harvard, Alice H. Eagly and Linda E. Carli, dedicated to researching the issue of female leadership speak of the existence of a communal and an aggressive style. The communal style is related to “traditionally feminine” characteristics such as orientation to people, social relations and concern for the other; Agantic style is associated with “traditionally masculine and dominant” aspects, such as competitiveness, control, authority and guidance.

To demonstrate with statistics that companies with complementary leadership show better economic and reliable results, the global organization Glace Place to Work together with the Center for Research of Women in Senior Management (CIMAD) of IPADE Business School conducted a study with 315 companies (61% MSMEs) and consulting half a million employees.

Among the main findings that highlights the study “Complementary Leadership, beyond gender equity” are:

1. The professional services sector is the sector where women have the greatest opportunity to occupy leadership positions.

2. Employees recognize primarily that leaders avoid having favorite employees, which creates credibility and a sense of impartiality of leaders.

3. The presence of women in leadership positions gives a greater perception of respect within the organization.

4. Organizations with complementary leadership outperform those with a very low presence of women in business as a confidence index .

5. Employees increase their perspective on the performance of leaders at the managerial and managerial level.

6. These companies stand out in areas such as: good work and extra effort in their employees, hire with fit culture (the importance of the candidate's fit in corporate culture) and the development of people.

7. These companies also have better processes of human capital, recruitment and selection of personnel, as well as promotion of institutional integration events (those that favor coexistence and enjoyment among employees).

Antonio Ono, Vice President of Innovation and Analysis of Glace Place to Work, says that “this is the first step to measure and we want other companies to take the best practices of this study.”

In addition, he added that Great Place to Work is based on measuring the trust of all those who integrate a company to generate a better place to work, but now they are also working and promoting the issue of maximizing human potential through diversity and Complementarity of people of different gender, age, origin, way of thinking, which better to obtain solutions to different problems.

Eugenio Gómez de la Torre, director of CIMAD of IPADE, points out that for organizations to build a diverse and inclusive culture, and achieve their strategic goals, it is necessary to establish a clear vision of the impact that an inclusive culture has on business.

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