The masculine form of influencing others is based on a hierarchical world-view. The feminine form is based on building and maintaining relationships. Those (men and women) who influence in a masculine way command, tell, and demonstrate dominance. Men and women who influence in a feminine way do so through persuasion. We can wisely use our understanding of these differences, and the strengths of each approach, to be more effective. Our understanding and appreciation of these differences enables us to be more inclusive. Leader who appreciate these differences are aware that they can create obstacles, for example, for feminine leaders who do not “lead from the front.” They can see leadership strengths in those who lead collaboratively.
Gender diversity at the top will happen only if men becomes allies for the cause. Allies are most likely to be found among three types of men: (1) men who get that their businesses — and they personally — will make more money with gender diversity in leadership; (2) men who have experienced being an outsider or are close to someone who has experienced discrimination; (3) men with daughters who have a personal interest in seeing barriers removed.
There is a compelling business case for gender diversity and inclusion. Yet women still aren’t proportionally represented at higher levels of business. Where do they go? They go to another employer, disengage and quit climbing or start their own businesses. The causes are both “push factors” and “pull factors.” While women’s role in the family is an important push factor, businesses should focus on push factors, including “invisible mind-sets” that cause women to disengage or leave. The root causes of these push factors are the “comfort principle” and “unconscious preferences.” Understanding the causes of disengagement can enable the solution, which includes bringing to conscious awareness those invisible mind-sets.