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Women and Business Communication

While it would be unfair to say women are inherently organized and emotional, and men are naturally cold and sloppy, there is truth in the statement that women can communicate in a way that allows them to connect in an authentic and genuine way with others. The communication styles of men and women are vastly different, given that each group communicates for different purposes. According to a study on Gender Differences in Communication Styles, Influence Tactics, and Leadership Styles done at Claremont McKenna College, “The biggest difference between men and women and their style of communication boils down to the fact that men and women view the purpose of conversations differently. Academic research on psychological gender differences has shown that while women use communication as a tool to enhance social connections and create relationships, men use language to exert dominance and achieve tangible outcomes. Women are, overall, more expressive, tentative, and polite in conversation, while men are more assertive, and power-hungry” (Merchant, K., pg. 17).

     While men tend to communicate in order to be heard, women communicate with the goal of collaboration and understanding as the end goal. This is the result of men and women being socialized in feminine and masculine speech communities, each with particular functions of communication that are established throughout life’s interactions. The goal of feminine communication is typically community building, “People who are socialized in feminine speech communities – most women and some men – tend to regard communication as a primary way to
establish and maintain relationships with others. Feminine communicators converse in traditional and online settings in order to share about themselves and to learn about others” (Fixmer-Oraiz & Wood, pg. 112).

     Relationship building is an imperative skill within the workforce, especially in the realm of business. When working in sales, marketing, or advertising having the ability to form and maintain positive business relationships can drive your career, and increase your chances of promotion within your company. Women must keep this in mind when entering negotiations regarding pay raises and job promotions, because women are not expected to be assertive, they need to enter these conversations prepared to present themselves as team players and collaborators. Sheryl Sandberg refers to a communication style that Mary Sue Coleman of University of Michigan refers to as “relentlessly pleasant”, “This method requires smiling frequently, expressing appreciation and concern, invoking common interests, emphasizing larger goals, and approaching the negotiation as solving a problem as opposed to taking a critical stance…women can enter these negotiations with the knowledge that showing concern for the common good, even as they negotiate for themselves, will strengthen their position. All organizations consist of people working together. Focusing on the team leads to better results for the simple reason that well-functioning groups are stronger than individuals. Teams that work together well outperform those that don’t” (Sandberg, pg. 48).


   Unfortunately, though the qualities of collaboration, relationship building, listening, and empathy which are encouraged in female communication communities are beneficial to business organizations, women are often presented with the challenge of attempting to appear assertive while also pleasant and kind. As women attempt to muddle their way through the working world, they stumble upon situations in the workplace that are foreign to them, and often their male superiors cannot relate to their specific challenges. As more women rise to leadership positions within larger organizations, there will be increased opportunities for women in lower-level positions to participate in meaningful mentorship programs offered by their employers. Effective mentor programs are pivotal experiences for the advancement of women in business, “One study showed that women who found mentors through formal programs were 50% more likely to be promoted than women who found mentors on their own” (Sandberg, pg. 73).

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