Interactive Leadership Styles Paper

Judy B. Rosener uses interactive leadership as a way of describing women who, “have demonstrated that using the command and control style of managing others is not the only way to succeed.” (Gini, p.406) This paper will highlight the different leadership styles that men and women use, and how these leadership techniques effect the organizations and coworkers. Interactive leadership boosts participation, shows the power of sharing information, improves the self-worth of others, and uplifts others. The stereotype between how women and men lead is that masculine leaders show achievements and of organizational goals. The focus on the competition of the organization. The feminine leaders focus on the people and relationships of the organization. The traditional view of a women’s stance in society as a teacher, mother, wife, etc. is assumed that the same characteristics are with them in a workplace environment. This includes being supportive, understanding, gentle, and performing services for others. From a man’s stance in society, they are competitive, strong, decisive, tough and always in control. Men do live an interactive way, but because of social expectations, women actually experience and show in their work the same characteristics they would practice in their home. Men typically describe themselves in ways that characterize

The male led organizations still have a lot of work to be done to change the view that the command and control approach is needed. Particularly in the United States, where there is a direct and straightforward culture, there is not much respect given to the feelings in corporate environments. Rewards are established based on achievements and competitive attitudes. It is time to realize that the ways women lead more sensitive to the needs of employees and accomplish organizational