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Confidence is one of the most important traits a woman can have especially women in the business world. It’s a competitive world and having high self-confidence is a key factor for people generally. Its already a relatively tough world for women in leadership roles and if they want to be better leaders they need to be confident in their works and self if they want to prevail amidst their male collegues. Although, women are holding more leadership roles in business in the recent years. According to reports, the percentage for women in senior leadership roles in organisations globally is 24% as at 2016 it is up by 3% from 2011. In the western countries like Australia, women occupy 37.4% in 2015-2016, in the United States of America its 23% and it’s the highest since 2007. It was also recorded that in Russia, women had almost half of the senior roles in 2016 with 45%. Italy had 29%, and Germany had 15% which is lower than the global average (Cheryl, 2017).

Self-efficacy and self-esteem are the two components for confidence. Javidan, Bullough, and Dibble defined “self-efficacy as a person’s judgments of his or her capabilities to perform specific actions that are required for effective performance” (Bandura 1986, cited by Javidan, Bullough, and Dibble, 2016). They also stated that self-efficacy is way to determine how someone work under stressful situation. Women in their preteens and adolescent years typically experience a drop-in self-esteem than men of the same age group (Mason, Mason, & Matthews, 2016, pp. 245). Women typically let their lack of confidence to limit their ability.

Zenger and Folkman did a research for Harvard Business Review on women making better leaders. And in the blog, they discussed the research they did and the data they collected for it, they concluded that “women are rated higher in fully 12 of the 16 competencies that go into outstanding leadership” (Zenger and Folkman 2012). Even with this result, “the majority of leaders (64%) are still men. Organisations are trying to fill the gender gap in the recent years.

Virginia M. Rometty the CEO of IBM was offered the position and because she didn’t accept job on the spot which her husband questioned her for and she said, “what it taught me was you have to be confident, even though you’re so self-critical inside about what it is you may or may not know and that, to me leads to taking risk” (Rometty, 2011, citied by Pratch, 2011 p.1). For women to be leaders they are expected to show some characteristics or traits like “women are expected to display high levels of social(communal) qualities, including needs for affiliation, a tendency to be self-sacrificing, concern with other, spontaneity, and emotional expressiveness” (Pratch, 2011, p3). It is also reported that women who display more traditionally masculine behaviors are categorized or described as “outspoken, self-confident and acts as leaders” are characterized as women with high self-esteem. (Spence, Helmreich, & Stapp, 1975 cited by Mason, Mason, and Matthews, 2016 pp. 245). The author also believed that women with high self-esteem ‘were more likely to have propensity to lead others’ (Mason, Mason and Matthews, 2016, pp. 256).

Some authors truly believe that confidence is an important factor to consider in leadership Annese (2016) stated that confidence is the most important factor. Annese argues that while a woman needs to have high self-confidence, she must also seek the approval and support of her co-workers if she eventually wants to make to the senior leader of the workplace.

Culture has been said to be play a big of women’s confidence. For instance, women from or in Asian countries are less likely to compare themselves to men unlike in western countries like United States of America (Warrell, 2016). Men in USA have higher emplacements and they make more money than women and because of this, women always compare themselves to the men. She also stated that “in nearly all cultures, men have a higher self-esteem. But the difference lies in the magnitude of the gap” (Warrell, 2016 p. 3).

When it comes to the categories of leadership they are two types ‘leadership emergence and leadership effectiveness’ (Lanaj and Hollenbeck, 2014). Leadership emergence is when you are per a leader or come out as leaders and Leadership effectiveness is how you performed as a leader. Lanaj and Hollenbeck (2014) believes that gender affects leadership emergence more than it affect Leadership effectiveness. Men in organisations are said to emerge as leaders when put in a position of power or when managing teams more than women. Mason, Mason and Matthews (2016) cited authors who believed that there was relationship between Self-esteem and leadership effectiveness and Self-esteem increased leadership efficacy.

It could be said that not all women aspire to be leaders. It takes confidence to chase your dream occupation and it takes more confidence lead in the job. It also takes confidence to leave a job to focus on raising a family (motherhood). According to Gregor and O’Brien some women have different plans and “career aspirations often relate to the degree to which they value work and the degree to which they value raising children” (2016). Gregor and O’Brien also stated that research has research has shown that women have less career aspiration unlike men and women typically go for “less lucrative careers that underutilize their abilities” (2016). Schwartz (2015), reported that “men often feel compelled to sacrifice their families to advance their careers, while many women feel that the cost to their families is too great to pay. Even when women choose to pursue their careers, organisations continue to devalue or undervalue the range of leadership skills they often bring to the table” (Prof. Robin, J. Ely cited by Schwartz, 2015). Men and women all experience low self- confidence at some point in their life, now it’s up to the women to do something about as it is them that the lack of self-confidence affect moreConfidence is one of the most important traits a woman can have especially women in the business world. It’s a competitive world and having high self-confidence is a key factor for people generally. Its already a relatively tough world for women in leadership roles and if they want to be better leaders they need to be confident in their works and self if they want to prevail amidst their male collegues. Although, women are holding more leadership roles in business in the recent years. According to reports, the percentage for women in senior leadership roles in organisations globally is 24% as at 2016 it is up by 3% from 2011. In the western countries like Australia, women occupy 37.4% in 2015-2016, in the United States of America its 23% and it’s the highest since 2007. It was also recorded that in Russia, women had almost half of the senior roles in 2016 with 45%. Italy had 29%, and Germany had 15% which is lower than the global average (Cheryl, 2017).

Self-efficacy and self-esteem are the two components for confidence. Javidan, Bullough, and Dibble defined “self-efficacy as a person’s judgments of his or her capabilities to perform specific actions that are required for effective performance” (Bandura 1986, cited by Javidan, Bullough, and Dibble, 2016). They also stated that self-efficacy is way to determine how someone work under stressful situation. Women in their preteens and adolescent years typically experience a drop-in self-esteem than men of the same age group (Mason, Mason, & Matthews, 2016, pp. 245). Women typically let their lack of confidence to limit their ability.

Zenger and Folkman did a research for Harvard Business Review on women making better leaders. And in the blog, they discussed the research they did and the data they collected for it, they concluded that “women are rated higher in fully 12 of the 16 competencies that go into outstanding leadership” (Zenger and Folkman 2012). Even with this result, “the majority of leaders (64%) are still men. Organisations are trying to fill the gender gap in the recent years.

Virginia M. Rometty the CEO of IBM was offered the position and because she didn’t accept job on the spot which her husband questioned her for and she said, “what it taught me was you have to be confident, even though you’re so self-critical inside about what it is you may or may not know and that, to me leads to taking risk” (Rometty, 2011, citied by Pratch, 2011 p.1). For women to be leaders they are expected to show some characteristics or traits like “women are expected to display high levels of social(communal) qualities, including needs for affiliation, a tendency to be self-sacrificing, concern with other, spontaneity, and emotional expressiveness” (Pratch, 2011, p3). It is also reported that women who display more traditionally masculine behaviors are categorized or described as “outspoken, self-confident and acts as leaders” are characterized as women with high self-esteem. (Spence, Helmreich, & Stapp, 1975 cited by Mason, Mason, and Matthews, 2016 pp. 245). The author also believed that women with high self-esteem ‘were more likely to have propensity to lead others’ (Mason, Mason and Matthews, 2016, pp. 256).

Some authors truly believe that confidence is an important factor to consider in leadership Annese (2016) stated that confidence is the most important factor. Annese argues that while a woman needs to have high self-confidence, she must also seek the approval and support of her co-workers if she eventually wants to make to the senior leader of the workplace.

Culture has been said to be play a big of women’s confidence. For instance, women from or in Asian countries are less likely to compare themselves to men unlike in western countries like United States of America (Warrell, 2016). Men in USA have higher emplacements and they make more money than women and because of this, women always compare themselves to the men. She also stated that “in nearly all cultures, men have a higher self-esteem. But the difference lies in the magnitude of the gap” (Warrell, 2016 p. 3).

When it comes to the categories of leadership they are two types ‘leadership emergence and leadership effectiveness’ (Lanaj and Hollenbeck, 2014). Leadership emergence is when you are per a leader or come out as leaders and Leadership effectiveness is how you performed as a leader. Lanaj and Hollenbeck (2014) believes that gender affects leadership emergence more than it affect Leadership effectiveness. Men in organisations are said to emerge as leaders when put in a position of power or when managing teams more than women. Mason, Mason and Matthews (2016) cited authors who believed that there was relationship between Self-esteem and leadership effectiveness and Self-esteem increased leadership efficacy.

It could be said that not all women aspire to be leaders. It takes confidence to chase your dream occupation and it takes more confidence lead in the job. It also takes confidence to leave a job to focus on raising a family (motherhood). According to Gregor and O’Brien some women have different plans and “career aspirations often relate to the degree to which they value work and the degree to which they value raising children” (2016). Gregor and O’Brien also stated that research has research has shown that women have less career aspiration unlike men and women typically go for “less lucrative careers that underutilize their abilities” (2016). Schwartz (2015), reported that “men often feel compelled to sacrifice their families to advance their careers, while many women feel that the cost to their families is too great to pay. Even when women choose to pursue their careers, organisations continue to devalue or undervalue the range of leadership skills they often bring to the table” (Prof. Robin, J. Ely cited by Schwartz, 2015). Men and women all experience low self- confidence at some point in their life, now it’s up to the women to do something about as it is them that the lack of self-confidence affect more