What men can learn from women about leadership in the 21st century

At Harvard University, Robert Rosenthal developed a test called the Profile of Nonverbal Sensitivity to analyze gender differences in decoding body language signals. With the exception of men who held jobs involving nurturing, artistic or expressive work, women (from fifth grade to adulthood) had superior scores in accurately judging messages communicated by facial expressions, body movement and voice quality.

And not only are women more adept at identifying nonverbal cues, they are better at expressing them—employing more animation, gesture, vocal variety and emotion in their communication behavior.They are more likely to focus on those who are speaking by orienting head and torso toward participants. They lean forward, smile, synchronize their movements with others, nod and tilt their heads (the universal signal of listening, literally giving someone your ear). To a woman, good listening skills also include making eye contact and reacting visually to the speaker. This use of warmer body language signals in turn builds trust and encourages collaboration.

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Male leaders, on the other hand, have been found to send more nonverbal status signals. Men expand into available space: They stand tall or they sprawl, sitting with their legs spread or widely crossed, their materials spread out on a conference table, and their arms stretched out on the back of a chair. In a business meeting, they smile less than women, but employ more facial expressions that come across as intimidating, overpowering or disinterested.

Such status and power cues make male executives look like leaders. Or at least they did in a hierarchical, command-and-control setting. But when it comes to leading collaborative teams, status cues can undermine the organization’s efforts. If you behave like the boss who has all the answers, why would anyone else need or dare to contribute?

The most successful leaders of the future will take the time and effort necessary to make people feel safe and valued. They’ll emphasize team cohesiveness while encouraging candid and constructive conflict, they’ll set clear expectations while recognizing what each team member contributes, they’ll share the credit and the rewards. And, most of all, they’ll foster true networked collaboration through a leadership style that projects openness, inclusiveness and respect.

Any leader can do that. Female leaders just already do it more naturally.

Carol Kinsey Goman is an executive coach and the author of The Silent Language of Leaders: How Body Language Can Help or Hurt How You Lead.

More on women and leadership:

PHOTOS | Women who broke barriers

VIDEO | Alice Rivlin on the importance of speaking up

VIDEO | USGS Director Marcia McNutt on gaining credibility

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