HR Professional - June/July 2008 - (Page 23)

of their followers. And guess what: in numerous studies, women came out slightly above men in all three areas. Unfortunately, Konrad says, women often don’t realize it. While sex biases are far more subtle than in the past, experts agree they’re still deeply entrenched in our work culture. One problem is that women still work under the “male model” of the business world. To understand that model, one must understand common stereotypical leadership styles. Men are seen as competitive and driven, whereas women are seen as collaborative and emotional. “I think the stereotypes are more pronounced in business than elsewhere,” says Ken Suddaby, a partner with Totem Hill, a ﬁrm dedicated to corporate transformation. But he says if there is any truth to these stereotypes, it’s great news for women with leadership aspirations, because people want to be led by human beings, not the cold tyrants of the past. Emotional intelligence, he says, is no longer seen as a soft skill but rather as a vital tool for business outcomes. In fact, the underrepresentation of women at the top of organizations is not just bad for women but for business as well. A recent study of U.S. Fortune 500 companies by Catalyst, a non-proﬁt research organization dedicated to women and business, found companies with more women at the senior corporate ofﬁcer level outperformed those with fewer women by 36 per cent. Similarly, boards of directors with the largest number of women had 53 per cent more return on equity. A recent study by the Conference Board of Canada also conﬁrms this data domestically. The proof is in the pudding. Companies who restrict women from top positions will lose out in the marketplace. CHANGING PERCEPTION Experts agree that women don’t need to change who or what they are, only how they perceive themselves and how they come across. At Ivey School of Business, where some of the country’s brightest, most assertive and accomplished youngsters are being groomed for WHAT IT TAKES TO BE A GREAT LEADER “It takes some courage to be willing to have attention placed on you. It’s all great when things are great, but if there’s a disaster, to stand out in front and address the group is very important. And that’s another thing… great leaders are accountable.” —Paul Roberts, Sick Kids Foundation “A great leader allows people to flourish by letting them know their ideas are acknowledged and acted upon. A great leader listens to people and treats them with respect and dignity.” —Rocca Morra Hodge, Warner Bros. Entertainment Canada “Working in an executive position is like running three or four marathons a month. Leaders have to be well-balanced and welltuned, both physically and mentally, and keep their energies up to create large-scale change.” —Ken Suddaby, Totem Hill “Being ballsy, not giving up your intuition, and not giving up what you know in your belly. Having the confidence to communicate and be effective and not be so worried about being liked.” —Marnee Bruno, Co-Pilot Management Inc. “At the top of my list? Education and social awareness.” —Jay Rosenzweig, Rozenzweig & Company Inc. “It takes a belief from an early age that being great in business is entirely achievable. Many brilliant women hesitate to take business courses for their advancement, because some teacher way back said they were no good in quants. I mean, come on! How much math is needed in business? If you can do percentages you’re doing fine.” —Beatrix Dart, Rotman School of Management “The knight in shining armour who appears in time of crisis, solves the problem and then disappears into the sunset doesn’t happen anymore. Leaders need to follow directions from boards, listen to stakeholders and shareholders, and if they’re not able to follow those suggestions and avenues, they will not succeed.” —Amal Henein, co-author of Made In Canada Leadership “The most effective CEOs are very team-oriented. They don’t look in the mirror and say, ‘I created this company,’ but look at the people around them and say, ‘We did it.’” —Alison Konrad, Richard Ivey School of Business w w w.H RThought L eader. c om J u n e / J u l y 2 0 0 8 23 http://www.HRThoughtLeader.com

Table of Contents Feed for the Digital Edition of HR Professional - June/July 2008

HR Professional - June/July 2008 Contents Editor's Letter Contributors Leadership Matters Upfront Legal Compensation The Broad Perspective Leading by Example On Message Strategy Talent Management HR 101 Case Study Interview with J.P. Pawliw-Fry Off the Shelf The Last Word HR Suppliers Guide 2008 Calendar of Events

HR Professional - June/July 2008

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