She said what he said . . . what is the difference?

Leadership is very complex, with personal and organizational characteristics of people resulting in specific perceptions and behavior.

In the past few years, there’s been a lot of debate about gender and leadership. Additionally, people are trying to find answers about the different leadership styles in the same way as male vs. female leadership styles. The correlation of gender and leadership is becoming increasingly essential in the modern business world. A fresh examination of the traits of leadership that ensure a successful business environment is critical.

Strategies for assessing different leadership styles for males and females

To access gender and leadership and credibility of both males and females, let’s imagine a situation and name both of them as John and Kate. Let’s imagine that John asserts that his manager Kate was making unintentional advances towards him in the weekly one-on-one sessions.

Kate’s advances are causing John to feel uneasy. Allegedly, Kate continues to pursue him and she has rated his performance negatively in the process.

According to John, no one has witnessed these advancements. You talk to Kate, who denies the assertions, claiming John has made these claims to save his job. In this situation, here are strategies to decipher fact from fiction.

Strategy One

To organize the facts, outline the events that occurred according to who and what is told about the alleged misdeed.

1. 1. Both parties should provide the exact date of specific events. For example, ask John, “What time did the alleged offensive remarks begin, and then end?” Next, ask Kate, “When do you recall John’s performance declining? Or, ask, “Was there a point in time when feedback was given?” If John did not wait for feedback, then ask, “What was the reason he did not wait for the feedback?”
   2. You should create a list of all of the events that were told.
   3. Next, determine how you could verify to get at the truth.

While there might not be specific documents related to the claims of advancements, Kate could have documentation about his performance.

Strategy Two

Find ways to confirm each side’s version of what happened or did not happen. For example, I would look at statements and ask questions like:

1. 1. What does this mean?
   2. How does that fit into the chronology of the events?
   3. What is Kate’s view of John similar or different from the other employees on her team?

If Kate doesn’t have evidence of his declining performance, then I would ask Kate why.

Strategy Three

If there are no eyewitnesses, then examine and evaluate whether there are any indirect witnesses.

I would ask John, “Did you inform anyone about this, and if so, what was the reason or reasons? To Kate, ask, “Have you discussed John’s concerns about his performance with your boss or someone from HR? When? Next, I would ask, “Kate, what were you advised to do?

Strategy Four

Do you think it makes sense? If so, examine the logic behind the different sides’ stories in the investigation and the involvement in the workplace.

The person, the parties, spoke to regarding the matter could be a helpful fact to consider the viability and rationality of each side’s story.

Consider, if what both John and Kate are saying is reasonable or not. For instance, John may not have spoken to anyone about the incident because the situation made him feel embarrassed and believed that he could handle the case independently.

The Last Thoughts About gender and leadership

In light of everything, One cannot conclude that male leadership skills are more potent and important than women’s or vice versa.

It is evident that different leadership styles and gender-based differences exist and that people should capitalize on their strengths. Likewise, it is necessary to identify ways to increase the performance of an organization and affect it by having a better style of leadership regardless of gender.