:

Submitted to: Submitted by:

dr. bb goenka dharini bajaj
b.com(H) sec- a
roll no: 93
ABSTRACT

The trust building, transformational leadership style developed by
women to succeed in corporate environments, and which they further
refine after making the transition to entrepreneurship, is well suited to
dealing with operational challenges in turbulent economic
environments. Women owner/managers create a climate of trust by
using an interactive team focused style which, by encouraging open
exchanges, collaborations and collective creativity, moves employees to
the status of valued insiders and high performers. Suggested
respondent groups and a sound methodology are provided for testing
the propositions involved in the process.







EXECUTIVE SUMMARY

This work suggests a number of propositions for testing that the
leadership skills developed by women in corporate environments and
later applied in building their own businesses enable them to deal
successfully with the uncertainties of a down-turned economy. Each
proposition is drawn from findings in entrepreneurship and
organizational behavior; specifically, in the areas of building trust,
applying transformational leadership, team building skills and
perceptions of gender diversity.
The first proposition presented in this study is basic. It consists of two
elements. The first, that more than men, women employ an interactive
and transformational leadership style, has long been noted in
numerous studies. The second, that women managers honored this skill
to move beyond the stereotypes associated with being an outsider in
business environments, is derived from more recent findings that
collectively overwhelm the non-evidentiary suggestions that women
are genetically or culturally programmed to lead and manage this way.
The second and third propositions are derived from findings that
because trust is central to team performance and as the interactive
style of leadership has a pronounced positive impact on performance
outcomes, not only will the most successful entrepreneurs endeavor to
create and maintain a climate of trust in their businesses, women
entrepreneurs will be highly effective in doing this. The reasons are
described in the next two propositions, both of which arise from a close
examination of the trust literature; in particular, the factors that enable
leaders to overcome the bias effects of stereotypes and
insider/outsider conflicts common to organizational life. The final
proposition, that the female entrepreneurs interactive,
transformational leadership style positions her firm to deal effectively
with the difficult economic climate through high employee
performance, draws from literature in the fields of entrepreneurship
and organizational behavior and is important to advancing our
knowledge about company growth based on womens interactive
leadership style. Recommendations are presented for testing the
propositions with a single or a series of empirical tests across a variety
of respondent groups.









INTRODUCTION

Over the past several decades, the forces of rapid economic and
technological change, the influx of women and minorities into the
workforce, the economic shift to a post industrial, global economy, and
an investment market emphasis on short term profits combined to
reshape organizations. Major components of the change included
organizational restructuring, the erosion of employee trust in
organizations and their leaders, the emergence of work teams as
drivers of firm performance, diversity and the rise of new styles of team
leadership. Prior to the severe economic downturn that began in mid-
2008, many women in organizations, who had mostly been confined to
the lower and middle management levels, and in the majority of
organizations denied any opportunity to move into upper management
(Dencker, 2008), made the transition to private ownership (Bullough,
Kroeck, Newburry, Lowe & Kundu, 2010). They took their experience
and successful management style with them (Moore & Buttner, 1997;
Moore, 2000, 2010a). According to recent figures, the some 10.1
million privately held businesses that are at least 50% woman-owned
generated nearly $2 trillion in revenues and provided some 13 million
jobs. The 7.2 million firms with at least 51% woman-ownership
generated $1.1 trillion in revenues and provided 7.3 million jobs.
Businesses operated by women of color make up slightly more than
one fourth (26%) of this total and, at three times the rate for all start-
ups, women of color constituted the fastest growing group of female
entrepreneurs (Center for Womens Business Research, 2008-2009).
This work proposes to connect the important transitions women made
as they exited the corporate environments where they had learned to
practice an interactive style of managing and leading with findings in
the fields of entrepreneurship, leadership, teamwork and trust to
explore a management and leadership strategy employed by women
who face a changed economic environment. The propositions are based
on findings that trust, governance and team member relationships have
mutual, complimentary effects (Puranam & Vanneste, 2009; Faems,
Janssens, Madhok & Van Looy, 2008), that conceptualizations of trust
can I/should I trust this person? vary widely (Bigley & Pearce, 1998)
and that the style of leadership practiced by women owners, which has
a pronounced impact on employer employee interactions and
performance outcomes (Karakowsky & Siegel, 1999), enhances trust
and productivity in turbulent and difficult economic environments. We
begin by first examining the entrepreneurial work environments
women construct through their interactive transformational leadership
styles to create a climate of trust that, in turn, enables employees to
move from an external status to internal participant and contributor to
firm effectiveness. We then examine the phenomenon of trust,
including an array of views, violations and methods of repair (Moore,
2010b; Kim, Dirks & Cooper, 2009), the influential component of gender
and diversity in trust building and the development of efficient, highly
productive, team centered enterprises. We conclude by offering
suggestions on how this model of the entrepreneurial womans
leadership style may be tested to establish an initial set of empirical
findings to enhance our understanding of the interaction effects and
outcomes in organizations owned by women. We especially propose
that the relationships be tested in respondent groups of women who
aspire to grow their businesses.


STATEMENT OF PROBLEM
An argument has evolved over the last few decades that query whether
women manage or lead differently than men do. Proponents of the
women do lead differently theory postulate that women inherently
possess or develop certain traits that diverge sharply from male
leadership characteristics.
For example, Johnson (1976) developed a theory that women are
stereotypically perceived as operating from personal, helplessness, and
indirect power bases, while men are viewed as using "strong aggressive
types of power".
The opposing argument, even though a significantly smaller voice than
the previous position, perceives little or no gender differences in
leadership styles. In this perspective, any disparities among male and
female leaders are usually attributed to home and family
responsibilities, rather than gender differences. Neither are glass ceiling
phenomena or barriers part of this model.
A third position on this issue dismisses the difference in leadership-style
debate as being inconsequential. What is important, from this
perspective, is the end result; i.e. it does not make any difference how
you lead as long as your leadership style is an effective one.


SIGNIFICANCE OF THE PROBLEM

Because women are significantly impacting the nation's economy and
forecasts indicate that this trend will continue an upward movement
well into the 21st century, the leadership-gender issue has become a
significant one. Edification is needed so that women will have a firm
foundation on which to build and develop their leadership skills.
An example in support of this position is a quote from the 1988
Omnibus Women's Business Ownership Bill (H.R. 5050): "If we are to
maintain this nation's world competitiveness, we must ensure that
women business owners, the fastest growing segment of
entrepreneurial ownership, are prepared to conquer the economic
challenges of the 90's decisively".





SCOPE OF THE STUDY

A recent newspaper article featured a group of women who
represented the majority of entrepreneurs and managers in a popular
shopping center in a large metropolitan area. The columnist noted that
these female merchants credited their success, not to gender, but to
their ability to fulfill the needs of their customers. Due to the absence
of gender-related references in these women's discussions, the
researchers believed it would be possible to obtain an unbiased
description of these women's personal leadership traits. Once the
sample parameters were defined, the researchers delineated the scope
of the research goals and objectives. It was concluded that the primary
goal was to build a heuristic model of female leadership. Objectives
were:
(1) To thoroughly investigate the leadership styles existing among the
sample through personal interviews;
(2) To perform a content analysis that would ferret out the underlying
"themes" in the protocols; and
(3) To compare these themes to the prevailing, and often classic,
theories of leadership.


LITERATURE RIVIEW

According to American Express, the number of woman owned $1
million dollar businesses are growing. More women are taking the
plunge and starting businesses of their own. This increase in not only
female entrepreneurs, but high grossing female entrepreneurs has led
to a shift in business leadership styles. Men and women alike have
taken notice to the success of females in the market and with that have
made an effort to shift a primarily male dominant industry to a business
community that can thrive on the female style of management. In a
world of man versus man, the competition was fierce. But now, while it
is still necessary to compete to be successful in the marketplace, the
way in which this is happening is shifting. Women are creating their
competitive advantage by collaborating with other similar businesses to
build their offering. In the former male dominated industry, while
partnerships existed, it was more about how to beat the other players
within your industry, instead of how to work with others who can
improve your overall value.


Multitasking Champions
Women are well-known for their ability to multi-task and this has been
named one of the key features of their success as entrepreneurs.
Women are inherently better at doing multiple things at once. As an
entrepreneur, there are constantly questions, ideas, opportunities, and
work flying in your direction. The classic female quality of being able to
take each of these things on at one time and organizing them into
manageable chaos has led to a new style of entrepreneurialism in the
market overall. With the fast pace of todays society, being able to
juggle multiple tasks and to-do lists has become a necessity to be
successful. With more entrepreneurs open to this and teaching
themselves how to tackle lengthy to-do lists, there has been a general
shift in the style in which businesses are run today.

Growth of Networks
In what used to be a male dominated industry, females have come
together in support of one another, and to give the encouragement
every entrepreneur will at some point need. This growth in networking
and coming together to share lessons learned about entrepreneurialism
has proven to be beneficial to businesses overall, more networking
groups are popping up. The power of having a group of women, or
people behind not only your new business, but also you as a person
propels entrepreneurs beyond their own realm of what they initially
thought possible. Because of this incredible support system, more
people are taking advantage and putting other peoples expertise to
use for their business by joining a networking group either online or in
their area.

Improved Technology
Most businesses start with an idea to fulfill an unmet need. For women
who initially took on the role of running the household, starting a
business while maintaining the health and well-being of their family
meant starting their own business from their kitchen table or home
office. With the advancement of technology today, more women are
able to do this by connecting online and helping each other.
Partnerships are easier to form, and there are websites, such as
etsy.com, that have made it easier to get your product out on the
market. By using websites such as this and current technology to
communicate better together, female run companies have seen more
growth because they are able to connect with other women who are in
their same position, all via the internet. This improvement in the way
society communicates and interacts today has lent itself to a growth in
the female style of leadership of working better together to team up
instead of team against each other.
A study conducted in South East Asia found that 18-30 percent of self
employed workers are women (Lee, 1997). According to Lee (1997), the
secret of why women become successful entrepreneur today is truly
locked up in the motivational and innovative factors or perhaps more
accurately in what is behind it. Examining why people start business
and how they differ from those who do not may be useful in
understanding the motivation that entrepreneurs exhibit during start
up of the business as a link to the sustaining behavior exhibited later.
While the research on the psychological characteristics of
entrepreneurs has not provided an agreed upon profile of an
entrepreneur, it is important to recognize the contribution of
psychological factors to the entrepreneurial process (Lee, 1997).
Women have been involved in various types of business in areas which
they have advantages like boutiques, hairdressing, beauty saloons, food
stall, flower shops, etc. What are the leadership styles, innovativeness
and strategies factors that determine the success in womens
entrepreneurial business?
This research posed these research questions which made up its
research objectives.

Leadership
Leadership is the act of providing direction, energizing others and
obtaining their voluntary commitment of the leaders vision (Kotter ,
1990). A leader is a person who creates vision and goals, then energizes
others to voluntarily commit to that vision (Kotter, 1990) Leadership
therefore, can be defined as the process of social influence in which
one person can enlist the aid and support of others in the
accomplishment of a common task (Chemers,2002). How a leader
makes decisions affects the likelihood that influences the efforts of the
group or the team. In earlier days a leader tended to be absolute when
workers were relatively unskilled hence autocratic leadership style
cannot be avoided because the leader has to be the sole decision
maker.
There are many leadership styles that an entrepreneur can apply. They
are mainly:

1) Task Oriented: Task-oriented style of leadership is defined as a
concern accomplishing assigned tasks by organizing task relevant
activities, and interpersonally oriented style defined as a concern of
maintaining interpersonal relationships by tending to others morale
and welfare (Bales,1950).
Eagly and Johnson (1990) performed a meta-study and concluded that
female and male leaders did differ in the two leadership styles of
interpersonal orientation and task orientation. Men are often task-
centered leaders to release good spirit between people to facilitate,
and women entrepreneurs are more interpersonally oriented (Eagly
and Johnson, 1990) Besides, Deaux and Kite (1993) also agreed that
males are especially high in masculine traits and are more on task
oriented while females are high in feminine traits that are
interpersonally oriented or communal. Eagly and Carli (2001), found
that women displayed more positive social behaviors and agreement
than men, whereas men are more task oriented and disagree more
than women.

2) Democratic Style vs. Autocratic Style Another aspect of leadership
style that also has been popular in research is the democratic and
autocratic style of leadership. The democratic versus autocratic style is
a different and narrower aspect of leader behavior than task oriented
and interpersonally oriented style (Bass, 1981), The democratic-
autocratic dimension also relates to gender stereotypes that men are
relatively dominant and controlling (Eagly and Johnson, 1990). Leaders
who behave democratically will allow their subordinates to participate
in decision making or if the leaders behave autocratically, they will
discourage subordinates from participating in decision-making (Likert,
1961; Vroom & Yetton, 1973).
Robbins (1999) noted that women are more democratic in their
leadership style, while men generally tend to have commands and
orders. Women, who used more of the democratic leadership style, will
encourage their workers to participate in power sharing. e. On the
other hand, men are lightly more autocratic in leadership and in circuit
relation, more charismatic and democratic is lightly feminine. According
to Eagly and Johnson (1990), the strongest evidence we obtained for a
sex difference in leadership style occurred in tendency for women to
adopt a more democratic or participative style and for men to adopt a
more autocratic or directive style. Furthermore, women behave more
democratically than men in leadership situation, use interactive skills,
place emphasis on maintaining effective working relationships, and
value cooperation and being responsible to others, integrating people
into the group as respected individuals (Yammarino, 1997; Moore &
Buttner, 1997; Buttner, 2001). Women leaders will place great value on
relationships and forging ties to each team member and move toward
integrating people into the group as respected individuals (Yammarino,
Dubinsky, Comer & Jolson 1997; Moore &Buttner, 1997).

3)Innovativeness behavior and Strategies: According to Baron (2004),
one of the central questions addressed in the field of entrepreneurs is
why entrepreneurs recognize opportunities that non entrepreneurs fail
to recognize. Building on the behavioral theory, innovative behavior of
entrepreneurs are those who engage in activities that enable them to
identify new opportunities.
(Gartner, 1989). Based on Cliff, Jennings and Greenwoods study (2006)
on imitative versus innovative entrepreneurs, one can defined
innovative entrepreneurs as (1) the founder of a new venture who offer
a unique value proposition relative to incumbents and (2) a person who
came up with the original idea to start a new venture of business.
Innovative behavior will usually lead to strategies development which
means an action plan developed to take advantage of an opportunity
which came along their path for example in order to start up or expand
a new venture. There were empirical support offered by Kaish and Gilad
(1991) who reported that entrepreneurs spent a lot of time on
searching for information during their off hours and through non verbal
scanning to identity the opportunities for new ventures and expansion.
Most ideas for new ventures would come from access to information or
social networks(Dyer et. al.). As entrepreneurs, women built on their
organizational skills, employing an interactive approach to both
encourage creativity and balance the authoritative command-and-
control behaviors expected of a male boss with the more collaborative
language and communication styles expected of a woman leader.


Proposition 1: Women entrepreneurs employ an interactive and
transformational leadership style to move beyond the stereotypes
associated with being an outsider in business environments.

The underlying rationale of Proposition 1, the emergence of the
interactive, transformational style of womens leadership, is depicted in
Figure 1.






Proposition 2: Because trust is essential to firm performance and
productivity, the most successful entrepreneurial leaders will employ
an interactive leadership style to create and maintain a climate of
trust.


Proposition 3: The employment of a transformational leadership style
by a woman entrepreneur will be perceived as highly effective in
settings where interactions are sensitive and performance outcomes
are highly valued.


Proposition 4: In firms led by women entrepreneurs practicing
interactive leadership, male employees will exhibit a high level of trust
in their women owner.


Proposition 5: The most effective tool for building and maintaining
organizational trust is in applying the transformational leadership
process in a manner that employees perceive as equitable.


Proposition 6: The application of the interactive, transformational
leadership style as a tool to create a climate of trust will enhance the
longevity of women owned firms through higher employee
performance.

Figure 2 presents the relationship of the team building moderators
described in Propositions 2 through 6 to the suggested effectiveness
outcomes.






In India, there is no shortage of talented female social entrepreneurs.
Women like Ela Bhatt, who in 1972 founded SEWA, the worlds first and
largest trade union for undocumented women workers, as well as
Womens World Banking in 1979 - have been inspiring and leading
women for generations.
Hina Shah, founder of The International Centre for Entrepreneurship
and Career Development (ICECD), has worked for over 25 years on
scaling micro, small, and medium size businesses across 21 states of
India.
Jeroo Billmoria, founder of Childline India and Ashoka fellow since
1998, has become the case study example of social entrepreneurship
around the world. In education, Akanksha Foundation founder and
Teach for India CEO ShaheenMistri is leading her country through
arguably the most complex and challenging learning ecosystems in the
world. Padmaja Reddy and Chetna Gala Sinha have founded two of the
major microfinance organizations of India, Spandana and Mann Vikas
Samajik Sanstha, while Neera Nundy, cofounder of Dasra, and Aparajita
Agrawal and Manju Reddy, cofounders of Intellecap, build and grow the
social enterprise sector through impact consulting
These women have made the sector into the exciting and lush
landscape that it is today, but who will carry the torch?
With social entrepreneurship exploding in popularity all over the world,
it becomes hard to identify true future leaders. Here we identify 10 of
the upcoming female social entrepreneurs were watching.

10 Upcoming successful women entrepreneurs

Pooja warier - Co founder of UnLtd. India and Bombay Connect
If youre ever in Mumbai, pooja is the person you want to meet. After
co-founding Unltd. India, the premier incubator for social
entrepreneurs in India, and Bombay Connect, the countrys only co-
working space dedicated to social change, Pooja is at the center of
support and inspiration for Indias upcoming social entrepreneurs. She
even started JOURNEYS FOR CHANGE a travel company inspiring
leaders through journeys into social enterprise.
Fun Fact: For each 1 rupee UnLtd has provided in funding,
their investees have raised or earned a further 14.5 rupees
a 1,450% increase

Leila Jannah Founder and CEO of Samasource
After graduating from Harvard with a degree in Development Studies,
researching with the World Bank and Ashoka, and directing various non
profit efforts in the U.S. and U.K., Leila has gone on to
found Samasource, a company and non profit which utilizes a unique
microwork model to bring the worlds poor to dignified employment in
the digital economy by breaking down small computer-based tasks
from larger projects. Samasource was founded in 2008, but already
provides employment with in-country partners in Haiti, India, Kenya,
Pakistan, South Africa, and Uganda.
The greatest challenge of the next 50 years, I believe, will be
to create dignified work for everyone not through handouts
and charity, but through market forces.


AJAITA SHAH Founder and CEO of Frontier Markets
Ajaita is on a mission to bring high quality and affordable products to
bottom of the pyramid and rural households in India. Having worked in
microfinance for 5 years with organizations like SKS Microfinance and
Ujjivan Financial Services, Ajaita has already been ranked the most
influential leader under 30 in microfinance by Business Week. Her
organization, Frontier Markets, aims to be the scale solution for
manufacturers creating products for rural markets. She is a 2012
Echoing Green fellow.
Her Goal: Help 30 million rural and low income households in
the next 3 years.


Shital shah Founder of think change India
She works as a strategy consultant focused on mobile money start-ups
globally with Shore Bank International. Along the way, she helped
start ThinkChange India (TC-I), the one-stop website for keeping up
with social entrepreneurship and social innovation in India. Through
this effort, she started developing networks and relationships with
social enterprises, making TC-I a demanded media partner in the
country. Her work highlighting and connecting the social enterprise
sector in India makes it easier for others to grow and learn in such a
rapidly changing space. She is now interested in cultivating an
intentional start-up ecosystem in her base of Ahmedabad, India
Did You Know: ThinkChange India has nearly 6,000 followers
on Twitter and over 1,500 on Facebook. The website
achieved 150,000 page-views, and averages more than 4,000
unique hits a week.

Priya Naik Founder of Samhita Social Ventures
If you can believe it, Priya has 3 Masters degrees! She has one in
Economics, one in Public Policy, and one in commerce - from Yale,
University of Michigan, and University of Mumbai respectively. In 2009,
she founded Samhita Social Ventures, an organization helping NGOs,
corporations, philanthropists, donor agencies, and individuals
collaborate for huge scale social impact.
Did You Know: Samhita means collective good in Sanskrit.

Saloni Malhotra Founder of Desi Crew
Saloni is the founder of DesiCrew, a for-profit organization employing
over 300 people that's focused on creating knowledge-based livelihood
opportunities in small towns and rural areas. Saloni stepped down as a
the CEO in March 2012 to hand over to a professional management
team and continues to participate on the Board.
In 2012, along with her friends, Saloni co-founded Safecity, a citizen's
initiative to make Indian Cities safer again. The platform encourages
people to share their personal stories of harassment and the location
where the incident occurred. As more people pin, hotspots are created.
The team then works with the relevant authorities to improve the
situation on the ground.
Did You Know: Desi is a term referring to the culture and
people of the Indian subcontinent as well as South Asia.


Akanksha Hazari Founder of m.Paani
With a Bachelors from Princeton and a Masters from Cambridge,
Akanksha is undoubtedly one smart lady. She founded m.Paani in 2012,
after it won the Hult Prize and was honored by President Clinton and
the Clinton Global Initiative, and is currently piloting its innovative
model in India. m.Paani is harnessing the power and reach of mobile
phones to address access to key basic services including safe water,
education, healthcare, energy, and nutrition utilizing a unique loyalty
program model, based off of the success of similar programs for airline
and credit card companies. Akanksha already has secured a m.Paani
partner for a pilot in Africa, which will begin soon.
We are this Gen Next, where our dreams have no walls.
Were better connected, better informed, and better
resourced than any other generation in history. This makes
us incredibly powerful.


Gloria Benny Co-Founder of Make a Difference
Indias youth is growing up in a country that has some of the most
complex and difficult socioeconomic inequalities in the world, and they
know it. Gloria is a young person taking those problems head on.
Having founded Make A Difference in 2006, she now finds herself a
leader in one of Indias largest volunteer networks. Around 1,300 youth
volunteers teach and mentor 5,400 orphaned and underprivileged
children across 20 cities in India thanks to her organization.
Her Goal: Inspire 360 million Indians to dedicate 1 hour per
week to helping underprivileged children across the country.


Sheetal Mehta Walsh Founder of Shanti Life
Sheetal is the founder of Shanti Life, a unique microfinance platform
serving the poor in Gujarat villages and slums so that they can create
sustainable businesses. All beneficiaries receive financial literacy
training, mentoring, access to eco-sanitation facilities and a low interest
rate of 12% - all funds are recycled into further loans. She is about
to create an online marketplace for recipients of microfinance so that
they can sell their goods online globally. She is also a yoga teacher, and
we love her for that.
Fun Fact: Sheetal plays the dhol, a special Indian drum


Anu Sridharan Founder of Nextdrop
Armed with a Bachelor in Civil Engineering and a Masters in Civil
Systems Engineering from the University of California, Berkeley, Anu is
poised to transform the way technology allows us to interact with our
urban systems. Her company NextDrop allows urban Indian residents to
track the availability of piped water through SMS and already serves
18,000 people in the state of Karnataka.
We questioned, why is that so? Its the only way were
actually innovating on the ground right now, because we
took everything that we thought we knew about a system and
threw it out the window. And we learned.



FINDINGS

The table below shows the personal characteristics and leadership
styles of each women entrepreneur interviewed. The following
entrepreneurs were asked the following questions and their responses
were as follows:

Q1. As a leader what are your personal significant personal
characteristics? How do you see yourself as a leader? How do you
want others to see you?
1. Persistent, Aggressive in meeting goal, High perseverance, Do not
give up easily, Hardworking, Honest, Prudent
2. Fair, Moderator and coach
3. High spirit, motivated , avoid bringing personal problems from home
to office
4. Caring leader, provide opportunity to train and improve themselves,
listen to them and share with them companys values.
5. I am a responsible and caring leader. I want to be respected as a
leader. You must have passion in the work you do
6. Discipline- punctuality, few enemies Be yourself you are what you
are Dont try to copy and dont care how others see me.
7. High discipline, People see me as can be trusted and a very serious as
role model
8. Motherly figure-responsible, Answerable and accountable
9. Tough and able to stand for my decision


Q2. What is your leadership style? How do you describe them? Give
example of the significant action as a leader in your company.
1. Situational leadership and transformational leadership
2. Participative leadership, Invite members of team to share real feelings
about a solution, open communication
3. Democratic- I allow staff to voice their opinion
4. Situational I looked at the situation and handle the situation
differently
5. Democratic- I let staff have their say on certain issues
6. Participative and autocratic- sometimes you need to get things done-
no time to follow others so you need to be autocratic and sometimes
you dont.
7. Participative leadership style- I like to sit down and discuss things
with my staff
8. Situational leadership - sometimes all four according to the needs of
the situation.
9. Democratic allow staff to voice opinion


Q3. What does leadership effectiveness mean to you? From a scale
of 1 to 10, how would you
rate your leadership effectiveness? Please provide justification to
your rating.
1. I rate myself a 9. I demand flawless execution
2. I rate myself a 8. I have a cohesive team that work well together. But I
can improve being not too emotionally attached to issues.
3. I rate myself a 8. Leadership effectiveness means getting things done.
I guide and train my staff
4. I rate myself a 7. Effectiveness in leadership means getting feedback
from staff
5. I rate myself highly a 9. I continuously improve myself.
6. I rate myself a 3. I am rating from 1 being the best. I have not done
enough to be a number one
7. I rate myself a 8 to 8.5. I am a great role model
8. I rate myself a 8
9. I think I deserve a 8


Q4. How many staff or subordinate are currently under you? How
often do you meet all of them? Is it in a meeting, informal gathering
or other means?
1. We have a team of professionals and we are not necessary staff but
working colleagues. We meet when it is necessary especially for
business strategies
2. 86-At least once a month. At meetings, training, or monthly staff
gathering
3. 30. We have a meeting once a month
4. Meeting every 2 week usually informal, sometimes formal
5. 100 over we usually have meeting once a month- but informal
meeting nearly every day
6. 38. Meeting once a week. Meet inside and outside office
7. 30. Every week meeting. Staff on Friday and agents on Monday.
Formal and informal gathering and meetings
8. About 30. Meet them everyday like family members, usually
informal.
9. We are very close we meet every day in meetings and other
occasions


Q5. Innovativeness: How do you develop new business ideas?
1. Based on the needs of the community.
2. Often what needs to be resolved or when solving problems.
3. Traveling abroad, see the current trend there, compare with
competitors.
4. From the business needs.
5. Customer needs.
6. By attending seminars related to business opportunities and identify
with government agencies involved.
7. We look for ideas in the market.
8. Based on the knowledge, through research and development work
done by scientists or research conducted themselves.
9. Through networking.


Q6. What are the innovative strategies to grow the business?
1. With good management practice and use strategies like 'blue ocean'.
We look to three factors, namely the management of retention,
acquisition and development.
2. Step by step according to the values and mission of the companies.
3. Using the existing management team experience
4. Through the expansion of customer needs.
5. Through franchising, many franchisees are former students.
6. By being creative, and discussing with friends on expansion of
business.
7. Each year we set goals to be achieved, and we do "post-mortem" of
each year. Whether negative or positive achievements. We have a
system with goal setting by year, month and week. If we do not achieve
the goals, we take corrective actions. With this business will grow each
year.
8. We recognize that it is necessary to change to continue moving
forward, for example for the steps taken to expand, in 2005 we ventured
into new businesses by setting up a construction company involved in
interior design and landscaping to the contract in 2011 amounting to
RM11 million.. We see the need and opportunities to diversify the
business in the agriculture and food manufacturing.
9. According to business needs.. And also based on customers demand.
Growing business needs and grabbing opportunities that aris.

LIMITATIONS OF THE STUDY

The primary limitations of the study were possible threats to internal
validity through

(1) Size of the sample,

(2) Lack of randomization, and

(3) Possible interviewer bias.

However, the researchers believed these potential threats were largely
negated by the richness of the data that was collected through the
qualitative methodology of the study. For example, one personal
interview lasted almost 45 minutes; this extended time frame provided
the researchers an opportunity to gain an in-depth look into the
leadership style of a highly successful female entrepreneur.


FUTURE RESEARCH

The goal of this preliminary investigation of women's leadership styles
was to initiate future research. The next research objective will be to
select a larger sample covering several metropolitan areas. Obviously,
the personal interview would no longer be a viable option, so an open-
ended mail questionnaire will be developed based on the exploratory
one used in the present study. Even though content analysis requires a
significant investment of time from the researchers, it will be utilized
again in the second research effort because of the richness of the data
that can be obtained from this methodology. The goal of this second
project will be to thoroughly test the heuristic model developed in the
present, exploratory project. Lastly, an ambitious research effort is
planned to develop a male model of leadership for a comparative
analysis with the fully developed female prototype. This latter analysis
will seek to determine:
(1) if gender differences in leadership styles do exist, and (2), if
differences exist, precisely what they are, if they are constant or
conditional, and their effect, if any, on the organization.


REFRENCES

1.Bass, B. (1981), Leadership: Good, better, best, Organizational
Dynamics.

2.Bigley, G. A., & Pearce, J. L. 1998. Straining for shared meaning in
organization science: Problems of trust and distrust. Academy of
Management Review.

3.Bullough, A., Kroeck, K. G., Newburry, W., Lowe, K. B., & Kundu, S. K.
2010. Womens participation in leadership around the globe: An
institutional analysis. Paper presented at the annual meeting of the
Academy of Management, Montreal.

4.Chemers, M.M (2002). Cognitive, social and emotional intelligence of
transformational leadership.

5.Dencker, J. C. 2008. Corporate restructuring and sex differences in
managerial promotion. American Sociological Review.

6.Eagly, A.H. and Carli, L.L. (2001), The female leadership advantage:
an evaluation of the evidence, Leadership Quarterly.

7.Eagly, A. H and Johnson, B.T. ( 1990), Gender and leadership style: a
meta analysis.

8.Fierman, J. (1990, December 17). Do women manage differently?
Fortune.
9.Gartner WB. (1989). Who is an entrepreneur? Is the wrong question.
Entrepreneurship Theory and Practice. Summer.

10.George, R. (1993, August 5). Women in majority. Corpus Christi
Caller-Times.
11.Kaish S. ,Gilad B. (1991) .Characteristics of opportunities search of
entrepreneurs versus executives. Journal of Business Venturing.

12.Karakowsky, L., & Siegel, J. P. 1999. The effects of proportional
representation and gender orientation of the task on emergent
leadership behavior in mixed-gender work groups. Journal of Applied
Psychology.

13.Knowledge Management International Conference (KMIC)
14.Lee, K.N.( 1997). A Comparative Study of Malaysian Male and
Female Entrepreneurs. Unpublished Masters Dissertation: Penang:.
Universiti Sains Malaysia

15.Moore, D. P., & Buttner E. H. 1997. Women entrepreneurs: Moving
beyond the glass ceiling.

16.Moore, D. P. 2010a. Women as Entrepreneurs and Business Owners.
In Karen OConnor, Editor, Gender and Womens Leadership: A
Reference Handbook.

17.Puranam, P., & Vanneste, B. S. 2009. Trust and governance:
Untangling a tangled web. Academy of Management Review,

18.Robbins, Stephen P., (1999). "Theories of organizational behavior
concepts and applications", translated Parsayyan and Muhammad
AliArabi, Volume II, seventh edition, Tehran, Office of Cultural Research

19.The national foundation for women business owners. (1993).
[Pamphlet]. 1377 K Street, N.W., Suite 637, Washington, D.C. 20005.

20.Thenextwomen.com(2009). The business magazine. The
NextWomen Ltd, Company no. 6876558, The Netherlands

21.Yammarino, F.J., Dubinsky, A.J., Comer, L.B. and Jolson, M.A. (1997),
Women and transformational and contingent reward leadership: a
multiple-levels-of-analysis perspective, Academy of Management
Journal.