Author Faculty (Discipline)

Business

Document Type

Article

Publication Date

11-25-2021

Journal

Advances in Social Sciences Research Journal

Volume Number

8

Issue Number

11

Page Numbers

335-351

ISSN

2055-0286

Embargo Period

12-6-2021

ANZSRC / FoR Code

38 ECONOMICS| 3899 Other economics

Avondale Research Centre

Christian Education Research Centre

Reportable Items (HERDC/ERA)

C1

Peer Review

Before publication

Abstract

Change seems to be a constant feature of the 21st century workplace. Successful organisations embrace change and make sure the personnel are valued, and that they remain engaged and motivated. Employers do not require to formally be in charge of a group of people to be called leader, but demonstrating leadership is an important feature for employees at every level of an organization. Women face a diverse range of difficulties in today’s workplace, and therefore this study aims to focus on the phenomenon of leading change without formal authority and develop a model for women to bring about change within their working climate. This conceptual research aims to identify novel connections between the concepts of leadership and feminism and in consideration of the features of the 21st century workplace. Reviewing the relevant literature particularly around the leadership qualities (drive, motivation, honesty, self-confidence, cognitive ability, and knowledge of the business) this study proposes dedication, political skill and sincerity as qualities of leadership without formal authority. Since, male and female personalities appear to be different in a number of aspects, the basic five personality qualities (known as the Big Five) are reviewed: neuroticism, extraversion, openness, agreeableness, and conscientiousness. Reviewing models of change as well as females’ qualities, this study suggests a model for leading change without formal authority including Identifying gaps, Connecting with emotions, and Committing to change (ICC model).

Link to publisher version (DOI)

https://doi.org/10.14738/assrj.811.11269

Comments

Used by permission: the author(s)

Creative Commons License

Creative Commons Attribution 4.0 International License
This work is licensed under a Creative Commons Attribution 4.0 International License.

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