I've seen several articles touting women's leadership styles using tools such as dialogue and engagement rather than more bruising methods, such as this post by Vineet Nayar, CEO of HCL Technologies, on Harvard Business Review.https://o1.qnsr.com/log/p.gif?;n=203;c=204663295;s=11915;x=7936;f=201904081034270;u=j;z=TIMESTAMP;a=20410779;e=i
Our Don Tennant wrote that traits such as caring, compassion and transparency, typically attributed to women, could become more important in the workplace as social media become more ingrained in business. (I've also reported, though, that being described with such words by your references could be detrimental to your career.)
In a separate Harvard Business Review article, however, economist and author Sylvia Ann Hewlett writes that the magic password to the C-suite for many women has been finding a sponsor. Hewlett's also president of the Center for Work-Life Policy, which released a study, "The Sponsor Effect: Breaking Through the Last Glass Ceiling." She writes
What's been holding women back, the study found, isn't a male conspiracy, but rather a surprising absence of advocacy from men and women in positions of power. Women who are qualified to lead simply don't have the powerful backing necessary to inspire, propel and protect themselves on their journey through upper management. Women lack, in a word, sponsorship.
She also explains that a sponsor's far different from a mentor:
"The Sponsor Effect" defines a sponsor as someone who uses chips on his or her protege's behalf and advocates for his or her next promotion as well as doing at least two of the following: expanding the perception of what the protege can do; making connections to senior leaders; promoting his or her visibility; opening up career opportunities; offering advice on appearance and executive presence; making connections outside the company; and giving advice. Mentors proffer friendly advice. Sponsors pull you up to the next level.
She said women with a sponsor are more likely to ask for a stretch assignment or to confront a boss to negotiate a raise. The study also found that women underestimate the benefit of having a powerful backer and tend to find the whole "who you know" aspect distasteful. So they soldier on, thinking that their hard work alone will get them to the top.
Unfortunately, the article does not really address how to gain such a sponsor. And then there's a real wrench in the whole works:
[the] toxic assumption that sponsor relationships between powerful men and their female protegees must involve sexual favors.
As one commenter pointed out, many men will not sponsor a younger woman because they're concerned about how such a relationship would be perceived.
Our Rob Enderle also wrote about another key to leadership success: a strong No. 2.