Relationship between gender and leadership
Despite gender equality becoming a focus when it comes to leadership advancements in our millennial, it remains a partly solve the issue. In the national criminal justice agencies, women are still underrepresented in the top leadership positions. Despite the employment rates of women rising to 50%, most leadership positions comprise less than 15% of women. There is an apparent disparity in the leadership world consisting of mostly men, and women get less promoted to these positions. From the statistics, we question whether the women are hardworking enough to deserve promotions, or is there something else that hinders them from being promoted.
Gender bias and discrimination could be an element that still exists in our workplaces. We cannot rule out the chances of its existence entirely. With some roles traditionally assigned on gender bases, some people still live with the notion that men are better leaders than women. We can rate it as ‘pure sexism’ because its based on mere beliefs and not professional qualifications. Form my opinion, equality should be based on professionalism, skills, and personal values. Leaders should be promoted on a criterion that ensures ratio balancing of both genders. We should strive to raise a generation of leaders with no gender discrimination.
Moreover, due to the high expectations deemed on leaders, women may shy off from leadership opportunities. Leadership roles come with numerous responsibility which, when coupled with the societal responsibilities given to women, they may view the positions as tedious. Women thrive for perfection and given the requirements that come with the leadership roles, some may shy off if they see themselves as less perfect in those positions.
Eagly & Carli argue that underrepresentation is supported by women’s dependency on men, male dominance, and societal roles of both men and women. Flexibility and educational qualifications also affect women’s representation, although, from their argument, educational intelligence has nothing to contribute to leadership talents. Kellerman & Rhode bring out a more persuasive argument based on gender stereotyping, gender roles family settings, and inflexibility of most jobs offered. Although women face many challenges to get into leadership positions, Kellerman & Rhode support that women have leadership talents too if well natured, they become better leaders also.
The argument on both articles on gender family roles being a factor in underrepresentation raises some questions. The new millennium supports gender balancing in terms of domestic tasks assigned to both men and women .therefore, the argument that these roles majorly contribute to fewer women as leaders could be misinterpreted as a bias to the women’s gender since men are willingly taking on domestic roles especially parenting.
REFERENCES
Linda L Carli & Alice H. Eagly, (2018) Gender and Leadership
Response
The article talks are on poor policing strategies that highlight police mistrust among the community. I think a highlight of some of the policing strategies that have failed with an elaborate example would go a long way in showing how mistrust arises between the police and the people. Also, it is essential to note some of the challenges to note in restoring trust to the people. In regions where police mistrust is hugely experienced, how do they regain confidence and ensure justice prevails.
Chief Ramsey explains how communication can enhance community policing; as an administrator, you would need to show how to establish communication between the officers of the law and the people in the community. A SWOT analysis is also viable in determining where there are significant strengths and weaknesses in the policing system. The analysis should, therefore, outline the possible threats and opportunities to show the way forward in rebuilding the much-needed trust.