In 1949 the German constitution set down the entitlement to equality for men and women in the Federal Republic of Germany in article 3.
Until the late 1950s it was up to men to decide where to live and how to utilise families’ assets.
Women were not permitted to decide about their participation in the labour market but had the duty to administer the household and help their husband.
When Angela Merkel became chancellor of Germany in 2005, she was not only one of the most influential politicians in the world but also one of the few female leaders who managed to break through the glass ceiling.
Chancellor Merkel herself blocked Minister of Employment, Ursula von der Leyens attempt towards affirmative action.
The fact of the matter is that Germany is lagging behind when it comes to women in leading positions.
In 2010, only 0,9% of the leadership positions in the 100 largest German companies and 2,6% in the top 200 companies are held by women.
(Holst & Wiemer, 2010) This is in stark contrast with the fact that at team-‐leader level in German companies, women represent 20% of staff after being almost 60% of university graduates.
This underrepresentation is especially difficult to understand since recent studies have shown a positive correlation between the proportion of women in management positions and companies’ performance, which made approximately 10% more in terms of profits with a balanced gender policy (Wiemer, 2010).
As a consequence, Germany is facing a discussion on the introduction of a women’s quota for management positions in German companies.
Currently there is a great debate on-‐going concerning the pros and cons of a women’s quota.
Table of Contents
1. Introduction
1.2. Background & Cause for Interest
1.3. Relevance for Germany
2. Research Aim & Objectives
2.1. Methodological Approach
2.2. Research Design
2.3. Literature review
3. Theoretical Framework
3.1. Transactional versus Transformational Leadership
3.2. Critical Aspects
3.3. Are there Commonalities of female and Transformational leadership styles?
3.4. Is there a Typical Female leadership style?
3.5. Better Leadership Through Women?
4. Status Quo in Germany & difficulties Women are facing
5. Legal Aid called Women's Quota
5.1. Women quota – only fighting the symptom?
5.2. Pros & Cons of women's quota
5.3. Accompanying measure for more women in managerial positions
5.4. The right way for Germany
6. Critical approach
6.1. Future Outlook & Advantages for Companies
6.2. Summary
Research Goals and Core Themes
This thesis examines the current underrepresentation of women in top management positions in Germany, evaluating the potential necessity and efficacy of implementing a mandatory gender quota as a legislative instrument to address this disparity.
- Gender inequality in German corporate leadership and the glass ceiling phenomenon.
- Comparative analysis of transactional and transformational leadership theories.
- The intersection of gender, social identity, and leadership stereotypes.
- The socio-economic implications and feasibility of a mandatory women's quota.
- Strategic importance of diversity for company performance and innovation.
Excerpt from the Book
3.1. Transactional versus Transformational Leadership
Famous sociologists like Max Weber, Bernard Bass or McGregor Burns have done the most important research on transformation leadership. Burns advanced this theory mainly from descriptive research on political leaders and juxtaposes transformational leadership with transactional leadership. In Burns’ opinion, leaders are not born nor made, but evolve from a structure of motivation, values and goals. In order to relate to the concept one must understand the essential differences between transactional and transformational leadership.
The basis for leadership is the relationship between two people, which again is maintained by the level of exchange between both. The greater the exchange between two individuals, of any kind – materialistic or non-materialistic, the stronger the relationship. (Stewart, 2006)
The transactional relation is based on requirements, conditions and rewards for efforts. (Bass, 2006)
For instance, if employees deliver good work they get a generous bonus in return. Leaders leading in this manner are called transactional leaders.
Accordingly managers know about the connection between the effort shown and reward given as well as use the standard measures of incentive, reward, punishment and sanction in order to control subordinates. These managers promise rewards for good performance and look out for unconventionalities from rules and standards applying corrective actions when necessary. Moreover, this style is more oriented to the present, only dealing with current issues. (Bass, 2006) To put it in a nutshell, the transactional motivation is done by setting goals and promising rewards for the expected performance.
“Transactional leadership is a prescription for mediocrity (...) intervening with his or her group only when procedures and standards for accomplishing tasks are not being met – If it ain’t broken, don’t fix it.” (Bass, 2006, p. 20) A manager with this behaviour pattern uses disciplinary threats to get employees to perform, which is ineffective and in the long term counterproductive.
Summary of Chapters
1. Introduction: Outlines the historical and current context of gender inequality in Germany, emphasizing the persistent glass ceiling despite women's high educational achievements.
2. Research Aim & Objectives: Defines the core research questions regarding the effectiveness of a women's quota and the differentiation of leadership styles based on gender.
3. Theoretical Framework: Analyzes leadership theories, specifically contrasting transactional and transformational approaches and exploring if a distinct "female" leadership style exists.
4. Status Quo in Germany & difficulties Women are facing: Investigates statistical data on women in management and discusses the structural, cultural, and personal barriers they encounter.
5. Legal Aid called Women's Quota: Examines the debate surrounding legislative quotas, including the pros, cons, and international comparative examples like Norway.
6. Critical approach: Offers a critical synthesis of the arguments for and against quotas and highlights the long-term competitive advantages of diversity for companies.
Keywords
Women's Quota, Germany, Leadership Styles, Transformational Leadership, Transactional Leadership, Gender Equality, Management Positions, Glass Ceiling, Corporate Governance, Diversity, Human Capital, Labour Market, Career Advancement, Social Identity, Organizational Culture.
Frequently Asked Questions
What is the primary focus of this research?
The work investigates the implementation and necessity of a mandatory women's quota in German companies, examining whether such regulation is the appropriate path to improve gender parity in leadership.
What are the central thematic areas?
The thesis covers leadership theories, the statistical status quo of women in German management, the socio-economic challenges women face, and the debate surrounding affirmative action.
What is the main research question?
The core research question is whether a binding women's quota is a realistic and sustainable concept for Germany to increase the percentage of women in top leadership positions.
Which scientific methodology was used?
The research follows an inductive methodology using a mix of qualitative and quantitative secondary data, supplemented by an expert interview with a female managing director.
What does the main body cover?
The body spans a literature review on leadership, an analysis of the barriers women face, a critical evaluation of quota arguments, and a discussion on necessary flanking measures like childcare.
Which keywords best characterize the work?
Key terms include Women's Quota, Leadership Styles, Transformational Leadership, Glass Ceiling, Corporate Diversity, and Gender Equality.
How does the author evaluate the "glass ceiling"?
The author argues that structural and cultural biases, rather than a lack of competence, prevent women from reaching leadership, citing statistical evidence of the gap between education levels and management roles.
Why is the Norwegian model mentioned?
Norway is used as a benchmark for successful quota implementation, showing that regulatory pressure combined with supportive structural changes can effectively increase female representation in boards.
- Quote paper
- Judith Zylla-Woellner (Author), 2012, Quota for Women in Management Positions: An Analysis of the Implementation of the Womens Quota in Germany, Munich, GRIN Verlag, https://www.grin.com/document/207985
