Leadership: you don't need a sex change
Published: 2011-02-12 There are 14 comments ... please add yours below
Michael Wallent (an 11-year Microsoft veteran) and Megan Wallent (a co-worker) couldn’t be more different. One is a man; the other a woman. Each, we are told by Harvard Business Review*, demonstrates the classic “male” or “female” leadership traits. Michael has the engineer’s narrow-gauge logic and bluntness. Megan shows sensitivity and inclusion. The HBR explains wide-eyed (at its own permissiveness, I sense) that Michael and Megan are actually the same person – pre and post a sex change. Do you dare to read on?
For over four decades, I’ve operated in various types of organisations – both as leader and follower. As an inside executive and an external consultant. With both for-profit and not-for-profit enterprises. Across industries from agriculture to waste management and from the arts to venture capital. So, what is my take on the HBR article? Simplistic nonsense to put it mildly.
I’ve worked with plenty of male leaders, who exhibit so-called feminine traits such as openness, empathy and intuition – even to excess. I’ve equally worked with women, who metaphorically ripped the appendages off their co-workers. So, what are my lessons?
- Leadership has nothing to do with your gender – or anyone else’s. As leader, you’re secondary in the leadership equation. It’s about your followers – and their needs. So, if gender were important at all, it would be theirs, not yours, that merited attention.
- Leadership is not about a set of right or wrong behaviours. It’s about working out what actions are needed from you (by your followers) to address their concerns and challenges in their current situation. If the business is under siege, it may be a time for speed and ruthless choices. Kindness, consideration and healing may have to wait. Or, vice versa.
- Leadership isn’t about attributes but about actions. You can be an archetypal engineer (I’m one!) yet still learn to take leadership actions that operate against your default tendencies. I was (and remain) heavily driven by facts and logic but have learnt to consider others’ feelings. Reading body language to check how I’m coming across, engaging different people differently and so on. Equally, I know women with natural intuition and insight, who (in order to succeed) have had to learn to analyse and toughen their decision-making.
- Leadership is not about compensating but finding flexibility. We are all susceptible to criticism – particularly of our weaknesses. The Harvard Business School is a great institution, which I’m proud to have attended. I fear, though, that in its portrayal of the Wallent story, it is the “male engineer” over-responding to a self-image of insensitivity. Equal opportunity and absence of gender bias are goals to aim for. But, assuming gender predetermines behaviour is a generalisation too far.
At the risk of offending: in leadership, each of us has to be transgender. What do you think?
* “How to transcend the transgender debate” from Harvard Business School Publishing – reprinted in the Australian Financial Review, Jan. 8-9, 2011
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Dr. Timothy Pascoe AM
PhD (Cambridge), MBA (Harvard), BE & BEc (Adelaide)
Creator, V|E|C|T|O|R Leadership®