Here is an unconventional view on Sexism in Silicon valley by author.
For real change, we need feminine energy in the management of the world. We need a critical number of women in positions of power, and we need to nurture the feminine energy in men.
Are leadership traits masculine traits? Female leadership traits are to be embraced. Female leaders are transforming and redefining leadership.
Only 30% of workers at Google, Twitter and Facebook are women.
Among executives, women fill just over 20% of the positions.
Electric car maker adds a little diversity to its otherwise all-male leadership team by appointing a woman to its board. [Reports Fortune.com]. As of July 2013, there were only 19 female elected presidents and prime ministers in power around the globe. In the business world, women currently hold only 4.6 percent of Fortune 500 CEO positions and the same percentage of Fortune 1000 CEO positions. Gender bias in STEM jobs is extraordinarily prevalent.
In times of planetary and organizational crisis and change, traditional codes of male conduct are coming under serious scrutiny and the feminine values are in the ascendant and leaders need to think more like women. The essence of a great leader is incresingly defined by feminine values of selflessness, patience, collaboration, common good, inclusion, empowerment and profit with purpose. This is called the Athena Doctrine (listen to inspiring Tedx Talk by author John Gerzema).
Women and men need to work together for a paradigm shift in patriarchal culture, religion, education, politics and economics.
- Men will apply for jobs when they meet 60 percent of the hiring criteria, while women wait until they meet 100 percent. One study found that replacing a woman’s name with a man’s name on a résumé improved the odds of getting hired by 61 percent.
- Success and likeability are positively correlated for men and negatively correlated for women.
- A significant body of research shows that for women, the subtle gender bias that persists in organizations and in society disrupts the learning cycle at the heart of becoming a leader. [Harvard Business Review]