What everyone can learn from a new report on women’s leadership styles

In an era of hard-hitting hashtags championing gender equality, as well as the rise of “lean in” culture, women leaders have never been so publicly recognized — or scrutinized.

A new study conducted by professional services firm KPMG titled “Advancing the Future of Women in Business” suggests that women feel more pressure than men to prove themselves in corporate environments. Women also report feeling a greater need to adapt their leadership styles as they rise to the highest echelons of organizational structure. Two-thirds of respondents (66%) agreed that women need to change leadership tactics more frequently and drastically than men do. In addition, four out of five respondents (80%) said they think women must be more adaptable than men in order to successfully scale the corporate ladder.

The illuminating report details actionable ways in which women can navigate complicated workplace dynamics and excel in executive-level roles. The study, which solicited insights from nearly 550 women leaders across a diverse range of industries, was published last month and discussed at length during the 2019 KPMG Women’s Leadership Summit.

The findings, distilled

“Advancing the Future of Women in Business” summarizes quantitative and qualitative insights about how women can achieve leadership dynamism. It also delves into how workplace perceptions impact executives’ decision-making, as well as how these judgments propel — or stall — women’s careers.

KPMG examined five specific leadership styles: authentic, democratic, laissez-faire, transactional and transformational. The highest percentage of women executives (49%) identified as authentic leaders, but, at the same time, they reported struggling to determine exactly how much authenticity is appropriate. In other words, the study indicates that leaders strive for authenticity but pause at the idea of being perceived as overly empathetic or emotional — qualities that tend to be associated with weakness.

Another profound takeaway from the study: For women in or on the cusp of the C-suite, an ability to deftly navigate business culture by adopting a fluid leadership style contributes to long-term success.

Several speakers at the KPMG Women’s Leadership Summit reiterated this concept. At the event, Linda Imonti, Managing Partner at KPMG Chicago, agreed that adaptability is paramount to any leader’s growth and evolution process.

“I think we all have a core leadership style we’re born with — a set of strengths,” she said. “But through experiences, we learn to adjust that style.” 

A person’s core leadership beliefs, Imonti said, are a foundational “power base” that typically remains steadfast, but the best leaders tweak this baseline for different scenarios. Leadership styles, for instance, may shift during times of crisis or personnel challenges, or in the aftermath of major organizational restructuring. They may even change, Imonti suggested, from one meeting to the next, depending on the team members in the room.

Laura Hay, Principal in Advisory for KPMG, who also attended this year’s KPMG Women’s Leadership Summit, said the term “situational leadership” resonated strongly with her.

“When you look at the study, you see five different leadership styles — but many of us feel like we have pieces of all of those,” she said. “You can adjust your styles and be a little bit more deliberate in what that style means for you. You can take it and say, ‘Here are the attributes, and here’s how I’ll make it work for me.’”

‘Diversity of thought’ makes a difference

Imonti cited “diversity of thought” as one of the most crucial drivers of business success: “To [solve a complicated problem], you have to have the ability to think of it and view it in different ways, through different lenses.”

Miriam Hernandez-Kakol, Global Lead Partner with KPMG echoed that sentiment. 

“You need a lot of diversity of experience, skill and thought — and that doesn’t come from having all the same people in the room. It comes from having folks from different genders, countries, nationalities,” she said. “In my career, I’ve been the most successful when the team around me is diverse, because I can go to someone who has [different] skills than I have — someone who has a different point of view or is looking at the problem [through] a different lens.”

Such malleability isn’t just a theme when it comes to leadership tactics; openness to transformation appears to underpin modern workplace culture in general. An overwhelming 89% of survey respondents in the KPMG study agreed that corporate culture must continue to evolve with the 21st-century economic landscape.

The path forward

“Advancing the Future of Women in Business” provides recommendations for women leaders seeking to rise up company ranks. Below is a brief summary of the suggestions:

1. Embrace situational leadership. Effective leaders stop to evaluate every angle when a problem or challenge arises. They ask: Is this a crisis? Is the problem internal or external? How does this event fit into the bigger picture? Is it an immediate, small-scale problem or an existential threat? They then evaluate which leadership style will be most effective given the situation at hand.

2. Ask for feedback and listen to advice. Absorbing and implementing others’ feedback is a key part of mastering situational leadership. This helps leaders foster real, honest relationships. Leaders should also keep in mind that most communication is nonverbal, so being able to read a room for unspoken cues is critical.

3. Exude confidence and be your most authentic self. In the report, KPMG U.S. Chairman and CEO Lynne Doughtie states, “To remain authentic, prioritize the things that only you can do.” Imonti elaborated on this thought at the summit, suggesting that bumps in the road provide opportunities to flex leadership skills. “Stop and enjoy the experience — even those parts that are very uncomfortable,” she said. “Those are the parts that turn you into a great leader.”

4. Embrace growth and seek out like-minded mentors. A support system can bolster leaders’ career trajectories and encourage them to experiment with and master different leadership styles. For women in powerful positions — or those striving to obtain them — opportunities like the KPMG Women’s Leadership Summit are a launch pad for forging mentor relationships and meeting inspirational figures.

“It’s only been the last four or five years — maybe a little longer — that we’ve found opportunities [to come together as women leaders] like this,” Imonti said. “I think it’s important to empower women to promote women.”

Carla King, Principal at Kohlber, Kravis, Roberts & Co, L.P. and a first-time KPMG Women’s Leadership Summit participant, shared a similar thought. 

“It’s extraordinary to hear people’s stories and learn from them,” she said. “There’s something about storytelling that really helps people advance themselves. … I think women tend to be storytellers in their communities in different cultures around the world, but when you come to an event like this … it’s an opportunity to learn and listen and be present.

“It’s a wonderful theme: ‘Inspiring Greatness.’ Who wouldn’t want to be a part of it?”