Business Today

Women and the vision thing

Women are judged to be less visionary than men in 360-degree feedback. It may be a matter of perception, but it stops women from getting to the top.

Herminia Ibarra & Otilia Obodaru | Print Edition: November 29, 2009

Many believe that bias against women lingers in the business world, particularly when it comes to evaluating their leadership ability. Recently, we had a chance to see whether that assumption was true. In a study of thousands of 360-degree assessments collected by Insead’s executive education programme over the past five years, we looked at whether women actually received lower ratings than men. To our surprise, we found the opposite: As a group, women outshone men in most of the leadership dimensions measured. There was one exception, however, and it was a big one: Women scored lower on “envisioning” — the ability to recognise new opportunities and trends in the environment and develop a new strategic direction for an enterprise.

But was this weakness a perception or a reality? How much did it matter to women’s ability to lead? And how could someone not perceived as visionary acquire the right capabilities? As we explored these issues with successful female executives, we arrived at another question: Was a reputation for vision even something many of them wanted to achieve?

A Brilliant Career
A leading services company CEO we’ll call Anne Dumas typified in many ways the women we spoke with. The pillar of her leadership style was a principle taught to her 20 years ago by her first boss: Always stay close to the details. As she explained it: “I think strategy comes naturally from knowing your business and the forces that influence your market, clients, and suppliers—not at a high level but at a detailed level. Intermediaries kill your insight. You obviously can’t monitor everything, but nothing should keep you from knowing in detail the processes on which your company runs—not supervising everything but understanding at a detailed level what is going on. Otherwise, you are hostage to people who will play politics. At best you don’t have full information; at worst you’re vulnerable to hidden agendas. My job is to go to the relevant detail level.”

In her four years as CEO, Dumas had achieved some impressive results. She had doubled revenues and operating margins, given the company a new strategic direction, and undertaken a fundamental reorganisation of the company’s core processes and structures. More recently, she had turned her attention to developing her leadership team.

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