International Business: Female Leadership Analysis Report

This report delves into the business case for female leadership within the context of international business, exploring the current landscape, challenges, and opportunities. The analysis highlights the underrepresentation of women in leadership positions, citing statistics on female CEOs and the impact of gender quotas. It examines the benefits of female leadership, such as increased sales and production, while also acknowledging potential challenges like the balancing of professional and personal responsibilities. The report references key academic sources and research to support its findings and provides insights into the future of female leadership in the corporate world. The report emphasizes the need for more corporate organizations to embrace female leaders to balance the leadership for both genders.

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The Business Case for Women Leaders: Meta-Analysis, Research Critique, and Path
Forward – Critical Analysis
Through time immemorial, there has been a continuous bias between the male and
female leaders in the corporate sector as the female employees are given less opportunities to
get promoted to the higher positions and also to have their effective leadership being
followed. However, it is being seen that female leadership can sustainably help the business
to grow on an overall level and sales on a specific level (Strøm, D’Espallier and Mersland
2014). It has been seen that there are only 4% of the CEOs in multinational firms who are
women though presently 46% of the workforce working are female (Matsa and Miller 2013).
The article clearly shows that though there are scope for more female leaders in the
corporate world, the amount of female employees in the post in the same is rare (Pande and
Ford 2012). In addition, the result of the female leadership has been positive on the front as
both the sales and the production of the organizations have increased to a major level (Wang
and Kelan 2013).
However, at some cases due to immense opportunist mentality of the females and
their wish to manage both the personal and professional front, their leadership capabilities
take a backseat (Gotsis & Grimani 2016). The employees prefer a male boss to a female boss
which impacts the overall nature of the female leadership in the corporate world.
The chances of more corporate organizations for getting female bosses are higher with
the day though the perspective in near future is not as bright as it is being expected in the
same matter (Eagly and Carli 2012). More corporates should hire more female leaders in the
matter to balance the proportion of leadership for both the genders.

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Reference
Eagly, A.H. and Carli, L.L., 2012. Women and the labyrinth of leadership. Contemporary
issues in leadership, pp.147-162.
Gotsis, G., & Grimani, K. (2016). Diversity as an aspect of effective leadership: Integrating
and moving forward. Leadership & Organization Development Journal, 37(2), 241-264.
Matsa, D.A. and Miller, A.R., 2013. A female style in corporate leadership? Evidence from
quotas. American Economic Journal: Applied Economics, 5(3), pp.136-69.
Pande, R. and Ford, D., 2012. Gender quotas and female leadership.
Strøm, R.Ø., D’Espallier, B. and Mersland, R., 2014. Female leadership, performance, and
governance in microfinance institutions. Journal of Banking & Finance, 42, pp.60-75.
Wang, M. and Kelan, E., 2013. The gender quota and female leadership: Effects of the
Norwegian gender quota on board chairs and CEOs. Journal of business ethics, 117(3),
pp.449-466.

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