Focus Magazine - Spring 2014 - 43
LEADERSHIP/MANAGEMENTDEVELOPMENT
role. Furthermore, many people
associate leader behaviors with agentic
behaviors, which are associated with
stereotypical masculine traits such as
assertiveness, aggression,
competitiveness, dominance,
independence, and self-reliance. This
creates an inherent conflict for women
once they attain leadership positions.
So, Where Do We Go
from Here?
Decisions on whether to promote a
man or woman should be based on
performance.
If an individual has expertise,
competence and skill sets for the job,
they should be given the opportunity. It
is important to note that there are
gender-neutral leader attributes, such
as flexible, optimistic, strategic, ethical,
sincere, and results-oriented, which
could benefit any organization.
Regarding gender-specific EQ
attributes, not all men or women
exhibit attributes that are specific to
their gender and some individuals can
be strong, confident and comfortable
exhibiting opposite gender attributes in
the workplace.
All boards should be asking
themselves why so few women are
slated for senior management roles.
Boards should insist that opportunities
for line versus staff roles, mentoring
and inclusion in informal networks be
made available to women - and boards
should be held accountable. Ultimately,
it is the responsibility of senior
leadership to remove barriers women
face, and the responsibility of the board
to ensure senior leadership acts.
As a trainer, you can influence both
emotional intelligence and leadership
at your organization. You can create
awareness of EQ to help close any
gender gaps or misperceptions that
may exist. You can educate employees
to help improve specific EQ attributes.
Further, you can collaborate with
Human Resources to create training
programs that develop leadership
talent.
In Conclusion
Corporate leaders should be a
mosaic that represents their employees
and their customer base, and
stakeholders of a corporation expect
that the company will appropriately
manage and maximize their resources.
If companies tap their female
employees, it would have a positive
impact on diversity both in middle
management and the board of
directors. I
Dr. Shawn Andrews is senior manager, global compliance and training at Allergan. Email Shawn at andrews_shawn@allergan.com.
TH
BOO
#317
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Focus Magazine - Spring 2014
Table of Contents for the Digital Edition of Focus Magazine - Spring 2014
Focus Magazine
From the President: Coaching for Success
Table of Contents
Table of Contents
Guest Editor: Enhancing the Classroom
Front of the Room: Flexing to a Smaller Class Size
Neuroscience: The Neuroscience of Learning
Ethicon's K2: The Summit of Customized Learning
The Secret to Reaching Your Full Potential
Transforming Organizations: Change Agents & Team Coaching
Member Solutions: Developing Leaders: Building a Bench
Deliberate Practice and the Power of eLearning
EQ & You: Building Leaders
Training for Co-Pay Programs
Constructs not Curriculums
Virtual How: Moving from Reactive to Proactive
Member News
Ad Index
Focus Contacts
5 Questions with Jim Trunick
Focus Magazine - Spring 2014 - Intro
Focus Magazine - Spring 2014 - Focus Magazine
Focus Magazine - Spring 2014 - Cover2
Focus Magazine - Spring 2014 - 3
Focus Magazine - Spring 2014 - 4
Focus Magazine - Spring 2014 - From the President: Coaching for Success
Focus Magazine - Spring 2014 - 6
Focus Magazine - Spring 2014 - Table of Contents
Focus Magazine - Spring 2014 - 8
Focus Magazine - Spring 2014 - Table of Contents
Focus Magazine - Spring 2014 - 10
Focus Magazine - Spring 2014 - Guest Editor: Enhancing the Classroom
Focus Magazine - Spring 2014 - 12
Focus Magazine - Spring 2014 - Front of the Room: Flexing to a Smaller Class Size
Focus Magazine - Spring 2014 - 14
Focus Magazine - Spring 2014 - Neuroscience: The Neuroscience of Learning
Focus Magazine - Spring 2014 - 16
Focus Magazine - Spring 2014 - Ethicon's K2: The Summit of Customized Learning
Focus Magazine - Spring 2014 - 18
Focus Magazine - Spring 2014 - 19
Focus Magazine - Spring 2014 - 20
Focus Magazine - Spring 2014 - 21
Focus Magazine - Spring 2014 - 22
Focus Magazine - Spring 2014 - The Secret to Reaching Your Full Potential
Focus Magazine - Spring 2014 - 24
Focus Magazine - Spring 2014 - 25
Focus Magazine - Spring 2014 - 26
Focus Magazine - Spring 2014 - Transforming Organizations: Change Agents & Team Coaching
Focus Magazine - Spring 2014 - 28
Focus Magazine - Spring 2014 - 29
Focus Magazine - Spring 2014 - 30
Focus Magazine - Spring 2014 - 31
Focus Magazine - Spring 2014 - Member Solutions: Developing Leaders: Building a Bench
Focus Magazine - Spring 2014 - 33
Focus Magazine - Spring 2014 - 34
Focus Magazine - Spring 2014 - 35
Focus Magazine - Spring 2014 - 36
Focus Magazine - Spring 2014 - 37
Focus Magazine - Spring 2014 - Deliberate Practice and the Power of eLearning
Focus Magazine - Spring 2014 - 39
Focus Magazine - Spring 2014 - 40
Focus Magazine - Spring 2014 - 41
Focus Magazine - Spring 2014 - EQ & You: Building Leaders
Focus Magazine - Spring 2014 - 43
Focus Magazine - Spring 2014 - Training for Co-Pay Programs
Focus Magazine - Spring 2014 - 45
Focus Magazine - Spring 2014 - Constructs not Curriculums
Focus Magazine - Spring 2014 - 47
Focus Magazine - Spring 2014 - Virtual How: Moving from Reactive to Proactive
Focus Magazine - Spring 2014 - 49
Focus Magazine - Spring 2014 - 50
Focus Magazine - Spring 2014 - Member News
Focus Magazine - Spring 2014 - Ad Index
Focus Magazine - Spring 2014 - Focus Contacts
Focus Magazine - Spring 2014 - 5 Questions with Jim Trunick
Focus Magazine - Spring 2014 - Cover3
Focus Magazine - Spring 2014 - Cover4
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