Analysis of Women's Role of Power in Business and Management

This report examines the multifaceted role of women in business and management, focusing on the various types of power within organizations, including coercive, reward, legitimate, expert, and referent power. It explores the challenges women face, such as gender inequality and the glass ceiling, while also highlighting their strengths in leadership, particularly in building interpersonal relationships. The report references studies that analyze the impact of women in leadership roles, emphasizing the importance of creativity, determination, and the ability to overcome internal and external barriers to achieve success. The analysis provides insights into how women's leadership styles can differ from those of men, and the impact of women on company responsibility and innovation. The report concludes by summarizing the significant factors that influence women's ability to reach top positions in the corporate world.

Running Head: Women’s role of power in Business and Management
WOMEN'S ROLE OF POWER IN BUSINESS AND MANAGEMENT
Name of the Student
Name of the University
Authors Note

1
Women’s role of power in Business and Management
Response to question 1: The different types of power an individual poses in an
organization are as follow:
Coercive Power: The coercive Power derives from the capacity of a person to control
others over penalties, threats or sanctions. It helps to monitor worker actions by
safeguarding that they stick to the policies and ethics of an organisation (Rothaermel
2016).
Reward Power: The Reward power is the contradictory of coercive power. People
comply with someone else's requirements or commands because accomplishing so allow
them certain beneficial aids; thus, anyone who can provide incentives, certain people see
as significant that would have restrain over some others. This power can be in terms of
monetary or non-monetary aids.
Legitimate Power: The legitimate Power is called positional power. This is derivative
from an individual’s place in the hierarchy of an organisation. The period of this power is
short-lived as a person can use it only until the time a person holds that position, and the
power scope is limited as strictly specified by the position a person holds.
Expert Power: The expert power is strength which is exercised by special skills,
experience, awareness, and knowledge. Expert power comes from the ownership of
experience or expertise in a given field. Administrations keep these individuals
exceedingly well-regarded for their problem-solving abilities. People with experience
perform essential and critical tasks and are thus deliberated as crucial. This power has
more respect and credibility in an organization (Walls and Berrone 2017).
Referent Power: This referent power is based on credentials with an individual who has
anticipated assets or peculiar personalities. It originates from the interpersonal interactions

2
Women’s role of power in Business and Management
an individual encourages within the enterprise with other individuals. For instance, they
are having a personal association with critical people in a firm like CEO.
Response to question 2: Women who accepted their ambition and power, who
achieved through challenges and gender inequality in the workplace. Even most of the
talented women cannot reach to the top easily. It needs creativity, determination,
originality, and patience. It needs one's confidence in the future and the ability to achieve
goals. Yet beyond the visible obstacles that women face every day, those internal barriers
that deplete their strength and deprive them out of control. In general, females are believed
to have softer forms of leadership linked to care, love, and sensuality rather than a
persistent and aggressive pursuit to achieve corporate goals (Hernik and Minguez 2016).
Generally, women emphasize the importance of partnership, while men stress the
importance of the mission. Even, there are many stories of task-oriented women and
caring males. It is also understood that women in businesses are likely only to gain control
of the company and are not concerned with some two-dimensional figures and statistics
but with people and relations. Women are more likely to build interpersonal relationships
within the organization more smoothly and effectively as compared to men in an
organization. In the workforce, both in the public and private sectors, a glass ceiling
trumps the resources open to women. The glass ceiling is a trend in which women in the
workforce ascend the corporate ladder with credentials equal to those of their male peers
only to find that due to gender roles and their consequences, they cannot progress beyond
a certain level (Taştan and Davoudi 2017).

3
Women’s role of power in Business and Management
Reference
Hernik, J. and Minguez Vera, A., 2016. Women on managing boards–are companies more
responsible when women share the power?. Organisational Studies and Innovation
Review, 2(4), pp.57-63.
Rothaermel, F.T., 2016. Strategic management: concepts (Vol. 2). McGraw-Hill
Education.
Taştan, S.B. and Davoudi, S.M.M., 2017. The relationship between organisational climate
and organisational innovativeness: testing the moderating effect of individual values of
power and achievement. International Journal of Business Innovation and
Research, 12(4), pp.465-483.
Walls, J.L. and Berrone, P., 2017. The power of one to make a difference: How informal
and formal CEO power affect environmental sustainability. Journal of Business
Ethics, 145(2), pp.293-308.