According to SLT, organizational structure includes promoting nurturing and caring, rewarding professional development, and valuing members of the organization (Irby, Brown, Yang, 2009). Dispersing power within an organization is a portion of the SLT model and has been the focus of studies on women in leadership. In a study of six female leaders, Muller (1994) investigates empowerment as a leadership component. The female leaders in the study empowered others by fostering individual growth and creativity and recognizing the growth potential of others. The leaders in the study did not demonstrate a desire to have individual power but instead a desire to foster a powerful environment by empowering those around them. These female leaders empowered the organizational structure of the work environment by strengthening and valuing individuals which lead to greater successes of their organizations.
Eagly (2007) examines the changing leadership needs in today's climate of work force diversity, complex relationships, and internal and external interdependency. According to Eagly, traditional ways of managing are being challenged and approaches to leadership which are typically observed by female leaders were examined. The ability to communicate, collaborate and form networks are valued more in today's work culture. These attributes which are traditionally attributes of female leaders, have lead to a greater acceptance of females in leadership positions. The holistic culture of organizations to communicate, problem solve and collaborate has lead to a progression of a gender inclusive approach to leadership. Although Eagly's study is not focusing on SLT, its findings support the structure of SLT and the basic premise of the recognition of gender inclusive leadership styles.
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