why is this even a topic

1. Module 1: Female what now?
Module 2: Who you really are and how you will shine
Module 3: Know what you want so you can get there
Module 4: Inspiration Booster

2. Why do we need women in leadership positions?

3. 1. Diversity & Inclusion

4. 2. Companies with more diverse
workforces perform better financially

5. Source: McKinsey Diversity Database

6. 3. Women score higher than men
in most Leadership Skills

7. Source: Zenger Folkman 2019
Capability Women’s percentile Men’s percentile
Takes initiative 55.6 48.2
Resilience 54.7 49.3
Practices self-development 54.8 49.6
Drives for results 53.9 48.8
Displays high integrity and honesty 54.0 49.1
Develops others 54.1 49.8
Inspires and motivates others 53.9 49.7
Bold leadership 53.2 49.8
Builds relationships 53.2 49.9
Champions change 53.1 49.8
Establishes stretch goals 52.6 49.7
Collaboration and teamwork 52.6 50.2
Connects to the outside world 51.6 50.3
Communicates powerfully and prolifically 51.8 50.7
Solves problems and analyzes issues 51.5 50.4
Leadership speed 51.5 50.5
Innovates 51.4 51
Technical or professional expertise 50.1 51.1
Develops strategic perspective 50.1 51.4

8. What makes leadership ‘female’ or not

9. Masculine Leadership Qualities
• Assertiveness
• Confidence
• Independence
• Ambition
• Courage
• Competitiveness
• Resilience
• Decisiveness
• Logical thinking
• Leadership Presence

10. Feminine Leadership Qualities
• Empathy
• Collaboration
• Compassion
• Communication
• Emotional Intelligence
• Adaptability
• Nurturing
• Relationship building
• Inclusiveness
• Intuition

11. Why is it even a topic?

12. 1. Upbringing

13. 2. Unconscious bias

14. Source: Gazzaniga, M.S. (1998). The mind’s past, Univ of California press.
Kahneman. D. (2011), Thinking, fast and slow. Macmillan.

15. What you need to know
in order to climb the corporate ladder

16. • Speak up
• Be a problem fixer

18. • Speak up
• Be a problem fixer
• Share what you have accomplished
• Put yourself at the same level
• Choose where you invest time in
• It’s about who you know

19. How to balance it all?

20. Prioritize

21. Set boundaries, or not

22. Communicate

23. Delegate

24. Schedule
Quality
Time

25. Practice Self Care

26. Flexibility

27. • Which male and female qualities do you master?
• Which one do you have but under-utilize?
• How can you put it to more use?
• Which rules of the game are new or strange to you?
• Do you struggle with any of them?
• What do you need to balance your work life better?
• How will you make that work?
Questions to think about before our live session 1

28. • Which key insights did you gain?
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• Which actions will you take?
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Reflection after module 1

29. Module 1: Female what now?
Module 2: Who you really are and how you will shine
Module 3: Know what you want so you can get there
Module 4: Inspiration Booster

30. Explore your authentic leadership

31. 1. Commanding Leadership Style
Modus Operandi • Demands immediate compliance
Style in a phase • ‘Do what I tell you’
Underlying
competency
• Drive to achieve initiative, self-control
When the style works
best
• In a crisis, to kick start a turnaround, or with problem employees.
People know exactly what to do, follow commands, and can
complete tasks very efficiently
Not so ideal
• In day to day situations. It can have negative effect on employees
motivation and sense of belonging
Source: 6 Goleman Leadership Styles
The affiliative leader takes charge in a crisis situation, gives orders, and presents their plan to the people.

32. 2. Visionary Leadership Style
Modus Operandi • Mobilizes people toward a vision
Style in a phase • ‘Come with me’
Underlying
competency
• Self-confidence, empathy, change catalyst
When the style works
best
• When changes require a new vision, or when a clear direction is
needed. They encourage creativity and productivity.
Not so ideal
• When embodying extreme forms of the character traits of visionary
leadership styles, these leaders often have very high standards
from a team while struggling to delegate effectively. This can lead
to a frustrated team
Source: 6 Goleman Leadership Styles
The visionary leader has the big picture in mind, is able to share this with employees and knows how to unlock the team’s full potential.

33. 3. Affiliative Leadership Style
Modus Operandi • Creates harmony and builds emotional bonds
Style in a phase • ‘People come first’
Underlying
competency
• Empathy, building relationships, communication
When the style works
best
• Following this style creates a basis of trust, ideal for crisis
management, team building, creative tasks, and innovation.
Not so ideal
• People with traits of an affiliate leader often have trouble putting
their foot down. It can be challenging to speak their mind, give
solid feedback, and make tough decisions while still wanting to
make every single team member happy.
Source: 6 Goleman Leadership Styles
The affiliative leader invites people to open up and share their thoughts and emotions.

34. 4. Democratic Leadership Style
Modus Operandi • Forges consensus through participation
Style in a phase • ‘What do you think’
Underlying
competency
• Collaboration, team leadership, communication
When the style works
best
• To build buy-in or consensus, or to get input from valuable
employees making people feel involved, motivated and increases
employee engagement
Not so ideal
• Democracy takes time, so this style is not very effective in
situations where fast moves are required. Also, the leader has to be
able to handle situations where team members don’t agree on one
solution.
Source: 6 Goleman Leadership Styles
The democratic leader acts as a facilitator and gives the floor to the team members, while sitting back, listening,
and reaching a consensus within the team.

35. 5. Pacesetting Leadership Style
Modus Operandi • Sets high standards for performance
Style in a phase • ‘Do as I do, now’
Underlying
competency
• Conscientiousness, drive to achieve, initiative
When the style works
best
• To get quick results from a highly motivated and competent team
Not so ideal
• Democracy takes time, so this style is not very effective in
situations where fast moves are required. Also, the leader has to be
able to handle situations where team members don’t agree on one
solution.
Source: 6 Goleman Leadership Styles
Pacesetting leadership is about holding people up to their performance in order to work efficiently.

36. 6. Coaching Leadership Style
Modus Operandi • Sets high standards for performance
Style in a phase • ‘Do as I do, now’
Underlying
competency
• Conscientiousness, drive to achieve, initiative
When the style works
best
• To get quick results from a highly motivated and competent team
Not so ideal
• Democracy takes time, so this style is not very effective in
situations where fast moves are required. Also, the leader has to be
able to handle situations where team members don’t agree on one
solution.
Source: 6 Goleman Leadership Styles
Pacesetting leadership is about holding people up to their performance in order to work efficiently.

37. What makes you happy?
When do you take
action?
What do others see in you?
When do you forget everything around
you?
What can you learn from your
past?

38. What makes you happy?
When do you take
action?
What do others see in you?
When do you forget everything around
you?
What can you learn from your
past?

39. Module 1: Female what now?
Module 2: Who you really are and how you will shine
Module 3: Know what you want so you can get there
Module 4: Inspiration Booster

40. Module 1: Female what now?
Module 2: Who you really are and how you will shine
Module 3: Know what you want so you can get there
Module 4: Inspiration Booster