Give a person integrity, common sense, and a sense of humor, and he or she has within the main essentials necessary for leadership.
Charles Reynolds Brown
Institutions such as religious, commercial, medical, and service organizations operate in ways reflecting and sustaining traditional beliefs about gender. These beliefs established gender stereotypes in the structures, human relations, political policies, and symbolic artifacts of organizations. Both men and women have operated, at some time, under these highly restrictive stereotypes in institutions. The communication climates emerging from these stereotypes often provide different opportunities for women and men in organizations. Norms for communication practices in institutions were established by using male patterns, and since women have entered the workplace, some discussion about differing styles between men and women has raised many questions. This chapter talks about what the experts now describe as effective leadership, including differences in the way males and females lead. Variables of effective leaders include being able to control anger, competing for status, dealing with stress, and being persuasive. These aspects of leadership, as they impact gender communication, are discussed in this chapter.
Without training, leaders may operate by simply trying to guess what strategy will outdo their opponents so they can accomplish their goals, be