Through the 1960’s and 70’s women came together and presented a loftier for voice for women's rights and the feminist theory. The feminist theory pushed for recognition of women’s rights and their power to create a substantial impact in the workforce and society as a whole. In the 1980’s more women began to pursue further education through higher education and distinct training programs. Thus, elite universities reluctantly admitted their first female scholar. Consequently, women began taking aim for positions as physicians, attorneys, engineers, and practitioner (p. 10). The women’s movement quickly spread through multiple groups and professional organizations pushing to enforce laws prohibiting discrimination against women in the work force. However, the trend of women in leadership positions remain repressed.
In the 1990’s, business and organizational leaders witnessed an impressive gain in the changing workforce (p. 11). “The Department of Labor statistics for Workforce 2000 suggest that 80 percent of all new entrants to the workforce will be women and other minorities,” states Smith (2000, p. 11). In 1991, Congress appointed 21 members to a Glass Ceiling Commission with the primary responsibility of identifying barriers women entail when advancing through the ranks of a Corporation (p. 12). A report on this Glass Ceiling Initiative indicates women are making substantial progress in the workforce, but there is evidence of a “glass ceiling” (p. 12). Nonetheless, “The Glass Ceiling is not a setback that affects two thirds of the population, but a serious economic problem that takes a huge financial toll on American Business,” states Smith (2000, p. 12). Therefore, the increasing number of women in the workforce is not a representation of the true figures of women in leadership.
In the twenty century, women continued to compete for the same positions as men, trying to crack the glass ceiling. Even so, research illustrates remaining remnants of oppression for women in leadership positions. These remnants endorse further dynamics of the lower percentage rate of women in leadership can be contributed to a number of different barriers. Two of these barriers are viewed through gender communication and leadership styles. Moreover, these barriers have formed an uneven foundation in which women are perceived differently than men in the workforce.
Communication is one of the greatest tool a person can possess, and oftentimes the key in securing an upper management position. Nevertheless, females and men communicate differently and use different thought processes to help create their individuality. Smith (2000) reminds us, men are quick to cover their lack of knowledge by refraining from asking for information, whereas, women are more forward and quick to pursue further knowledge by asking questions (p. 26). Peter Senge (as stated in as in Women at work, 2000) calls this “the learning...