Female Leadership

In Europe, only one in three managers is a woman, according to the Federal Statistical Office for the year 2022. In German executive floors, the proportion of female managers is 28.1 percent.

This means that companies are giving away enormous potential. Because women and men complement each other perfectly in their leadership roles.

Leading differently does not mean leading better or worse. Different means leading with empathy, courage, and humanity!

Women tend to work in a more cooperative and team-oriented manner. Communication is more horizontal, in order to build common ground and connections with other people. Men tend to speak more vertically in order to position themselves and compete with others.

This plays a major role, especially in leadership positions, because according to statistical analyses, managers spend up to 50% of their working time resolving misunderstandings, conflicts, and their consequences that have arisen due to a lack of feedback. Scientific studies have more frequently observed that women value stronger cooperation and emotional agility. This means that they are more likely to establish relationships with their environment and value the contributions of others. Women ask questions and ask others for their opinions, and they use more linguistic softeners such as actually, maybe, I think – such softeners make it easier for participants to build a trusting relationship with each other.

Now the question inevitably arises: Why do these differences between men and women exist? Are they due to biology and/or socialization? This is a classic chicken-and-egg problem. A clear distinction between biological factors and socialization is difficult, as complex interactions exist.

What are two of the most common unconscious biases that prevail in our working world?

The most difficult prejudice is certainly the “Think manager, think male” bias: It says that we are more likely to associate leadership and competence with men.

Women are often judged more poorly in letters of recommendation, pitches, and testimonials as a result.

In assessment letters for promotions, the potential is more likely to be emphasized for men, while the risks are more likely to be emphasized for women. This has been proven in universities and companies. It is also clearly evident in the start-up scene, where female founders receive less investment.

Another problematic prejudice is the ‘Maternal Bias’: As soon as women are mothers, their superiors trust them less, and they are more likely to have tasks taken away from them. However, there are a number of studies that show that mothers are productive after parental leave, sometimes even more so than before.

Female Leadership would like to draw attention to the many unconsciously acting prejudices that shape our social interaction and bring more women into leadership positions.