By Valerie Stead; Carole Elliott
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Sample text
In this sense leadership is in part a process 38 Women’s Leadership of persuasion, of leaders’ attempts to convince followers that their interpretation and approach are correct. Nevertheless leader-centric perspectives remain the norm and the search continues to define what characterises successful leaders. In recent years, the literature has heralded feminine characteristics and ways of working as important, yet theory and practice continue to adopt masculine values that reify existing power relations as the norm.
Leadership development necessarily draws on the particular leadership principles and theories that underpin it. While showing signs of movement towards a more relational understanding, leadership development theorising and practice continue to mirror many of the tendencies inherent in the leadership literature, in particular its lack of attention to gender. A lack of attention to women’s experiences in the leadership literature, coupled with a view of gender as a marginal or non-issue leads, we argue, to a framing of leadership development as gender neutral.
Nevertheless leader-centric perspectives remain the norm and the search continues to define what characterises successful leaders. In recent years, the literature has heralded feminine characteristics and ways of working as important, yet theory and practice continue to adopt masculine values that reify existing power relations as the norm. Writing about women and leadership appears to sustain a picture of women enabling rather than enacting leadership, and so the status quo of the heroic individual male leader remains.