Peab

Julia Lundberg

For centuries, the behaviours we have raised women to develop have stood in stark contrast to what we have wished to see in our leader figures. Assertive, certain, self-reliant, strong and result-driven are some traits that we connect to good leadership and – maybe not coincidentally - to stereotypes about what men are like. This trend is, however, dying out in the Western business world. A classical study that has been repeated many times across time and cultures is one examining the overlap between what traits we think of when imagining a successful leader and the traits we associate with women and men. The result clearly demonstrates our universal biases. The overlap between male traits and a good manager was over 70 percent, whereas the overlap of female traits was merely 10 percent.

This is the basis for what is commonly referred to as one of the double binds women face in business. We have a hard time respecting women as leaders because what we think constitutes a good woman does not match what we think is a good leader. Women are, therefore, often forced to squeeze themselves into a predefined leadership template. But then they bump into the next trouble– they overstep the invisible boundary of what we think constitutes a woman. This is an unstable foundation on which to have an impact as a leader.

Yet, the shift is on the horizon. The emergence of what is colloquially known as ‘feminine leadership’ is gaining traction, which prioritizes psychological safety and collective decision-making. This paradigm, which aligns with management theories like transformational leadership, advocates for leaders who show vulnerability, collaborate openly, and foster inclusivity. These are seemingly traits that we generally are better at raising our daughters to learn and adopt.

“We have a hard time respecting women as leaders because what we think constitutes a good woman does not match what we think is a good leader”

As we recognize the shifting demands of leadership in the contemporary business landscape, it becomes increasingly clear that these qualities, traditionally associated with femininity, are not only beneficial but essential for successful leaders, regardless of gender. Seeing that far more men than women get the possibility to make it to the C-suite in today’s business world, our future of equality and meritocracy also depends on these top managers having skills and mindsets that encourage and welcome a greater diversity into the room.

Building on these observations, it’s crucial to acknowledge that effective leadership’s roots extend far beyond adulthood’s professional training grounds and are deeply embedded in the formative experiences of childhood. In this light, we should reassess and evolve the paradigms through which we nurture boys, paving a new path that fosters the development of skills essential for modern leadership from the earliest stages of life. So, how are we doing in that regard?

Research shows that within the very first hour after having been born we treat babies differently depending on whether we think they are boys or girls. We hold baby girls closer to our faces than we do with baby boys, and when putting infants down, we place boys further away from our bodies than we do girls. So, in the very first minutes of existing, we start grooming boys to be selfreliant and girls to be relationship-oriented.

This recognition invites a transformative approach to how we raise boys, urging us to encourage the cultivation of these qualities from a young age. By doing so, we not only equip them with the tools necessary to thrive in diverse leadership roles but also challenge and expand the traditional stereotypes of masculinity that have long dictated ideal male behaviour.

This call to action is not about diminishing the value of traditional male traits but rather about enriching the tapestry of skills and qualities that boys are encouraged to develop. By fostering an environment that values emotional intelligence, vulnerability, and inclusivity alongside resilience and assertiveness, we lay the groundwork for a future where leadership is defined not by gender but by the ability to inspire, connect, and drive positive change.

In essence, the journey towards more inclusive and effective leadership starts not in the boardroom but in the cradle. As we strive to nurture the next generation of leaders, let us embrace the full spectrum of human qualities and cultivate them with equal fervour in boys and girls alike. Through this holistic approach to upbringing and education, we not only pave the way for a more equitable world but also unlock the full potential of future leaders, empowering them to lead with compassion, courage, and humility.