top of page
MGSE-007: Gender, Organization and Leadership

MGSE-007: Gender, Organization and Leadership

IGNOU Solved Assignment Solution for 2023-24

If you are looking for MGSE-007 IGNOU Solved Assignment solution for the subject Gender, Organization and Leadership, you have come to the right place. MGSE-007 solution on this page applies to 2023-24 session students studying in MAGD courses of IGNOU.

Looking to download all solved assignment PDFs for your course together?

MGSE-007 Solved Assignment Solution by Gyaniversity

Assignment Solution

Assignment Code: MGSE-007/AST-01/TMA/2023-24

Course Code: MGSE-007

Assignment Name: Gender, Organization and Leadership

Year: 2023-24

Verification Status: Verified by Professor


Write short notes on the following in 200 words each.

Q1) Gender and Leadership.

Ans) Leadership and gender studies examine how gender roles and expectations affect leadership possibilities, problems, and perceptions.

Gendered Leadership Expectations:

Social norms and preconceptions impact gender-based leadership perceptions. Female leaders are expected to nurture and collaborate, while male leaders are assertive and decisive.

Leadership Disparities:

Gender gaps exist in leadership across sectors. Corporate executives, political leaders, and other powerful positions are underrepresented by women. Many call this underrepresentation the "glass ceiling."

Barriers to Women's Leadership:

Gender bias, discrimination, and stereotyping restrict women from leading. Family expectations, work-life balance, and mentorship shortages are obstacles.

Leadership Styles:

Research reveals that gender does not affect leadership styles, but cultural expectations may. Leadership effectiveness should be evaluated based on skills, competencies, and results rather than gender.

Diversity and Inclusion:

Gender diversity in leadership promotes equity and organisational success. Leadership teams with diverse perspectives, creativity, and problem-solving methods perform better.

Women Empowerment in Leadership:

Eliminate gender prejudices, promote equality, and create inclusive workplaces to support women leaders. Mentoring, leadership, and diversity training empower women leaders.

Representation in Decision-Making:

Considering diverse perspectives and demands necessitates gender balance in decision-making. Inclusive leaders ensure policies and tactics serve all citizens.

Role Modelling and Visibility:

The presence of women in leadership positions challenges preconceptions and inspires future female leaders. Recognizing and applauding women leaders changes views.

Q2) Sex Segregation.

Ans) Sex segregation occurs in school, employment, social activities, and public venues. This phenomena stems from historical, cultural, or institutional standards.

Education and Career:

Monogender-dominated fields exhibit sex segregation in education and work. STEM has historically had more men than women, while education and healthcare have had more women.

Occupational Segregation:

Sex-segregated industries exist. Occupational segregation causes gender pay gaps and career constraints.

Social and Recreational Spaces:

Sexual segregation can occur in social and recreational places. Many clubs, sports, and leisure activities are gender-specific, prohibiting non-conformist participation.

Legal and Cultural Norms:

Legal and cultural standards can segregate sexes. Sex division may result from discriminatory legislation or norms.

Impact on Gender Equality:

Sex segregation reinforces gender stereotypes and slows gender equality. The ability to choose jobs, activities, and positions based on interests and aptitude rather than gender conventions is limited.

Historical Context:

Past practises have maintained gendered segregation. The traditional gender roles and expectations allocated sex-based tasks and functions, resulting in continued isolation.


Race, ethnicity, and social position overlap with sex segregation. When sex segregation is mixed with other inequalities, people may face multiple discriminations.

Legal Efforts and Advocacy:

Legal and advocacy actions aim to end sex segregation. Diversity and inclusion efforts and anti-discrimination laws address gender-based opportunity limits.

Q3) Issues of Tokenism.

Ans) Tokenism refers to the practice of including a minimal number of individuals from underrepresented groups to give the appearance of diversity or inclusion without genuinely addressing systemic issues. It can occur in workplaces, schools, and public spaces.

Superficial Diversity:

A few underrepresented groups provide tokenism the impression of diversity. The makeup is unrepresentative.

Lack of Genuine Inclusion:

Tokenism does not promote inclusion or equal opportunity for underrepresented groups. Isolation, inequality, and limited advancement may occur.

Symbolic Gesture:

Token efforts are often symbolic gestures that do not address systemic inequalities. Inclusion should go beyond mere representation and involve creating inclusive cultures and policies.

Undermining Competence:

Individuals selected as tokens may face doubts about their competence or qualifications, as their presence may be perceived as a result of diversity considerations rather than merit.

Burden on Token Individuals:

Token individuals may feel the burden of representing their entire demographic group. This added pressure can contribute to feelings of isolation and hinder their ability to express diverse perspectives.

Perpetuating Stereotypes:

Tokenism can reinforce prejudices by choosing people who fit their group. This perpetuates biases and hides marginalised communities' diversity.

Ineffectiveness in Achieving Inclusion Goals:

Many token initiatives fail to achieve inclusive goals. Without comprehensive diversity and inclusion plans, firms may struggle to build inclusive cultures.

Resistance to Change:

Tokenism can hinder systemic change. It may hinder efforts to reduce structural inequality and build inclusive workplaces.

Q4) Leadership Styles.

Ans) Leadership styles refer to the approaches and behaviours that individuals employ to guide and influence their team or organization. Different leadership styles have distinct characteristics, and their effectiveness often depends on the organizational context, goals, and the individuals involved.

Autocratic Leadership:

The leader takes choices without team input in autocratic leadership. Clear direction and strong control define this style.

Democratic Leadership:

Democratic leaders solicit team input and feedback while making decisions. This style promotes teamwork and decision-making.

Transformational Leadership:

Transformational leaders inspire and motivate their teams to excel. They emphasise vision, innovation, and self-improvement.

Transactional Leadership:

Clear frameworks, rules, and performance rewards or punishments are key for transactional leaders. This method relies on leader-follower dialogue.

Laissez-Faire Leadership:

Laissez-faire CEOs give little direction and let team members make their own decisions. Highly skilled and self-motivated people benefit from this technique.

Servant Leadership:

Servant leaders value team members' well-being and development. They serve others and promote collaboration and inclusion.

Charismatic Leadership:

Charismatic leaders inspire people with their charm, vision, and communication. Their followers frequently feel inspired and committed.

Situational Leadership:

Situational leaders adapt their leadership style based on the specific needs of the situation. They assess the readiness and abilities of their team members and adjust their approach accordingly.


Answer any two of the questions given below in 1000 words each.

Q5) What is gendering of organizations? Explain.

Ans) The term "gendering of companies" refers to a multifaceted and pervasive approach that involves the effect and shaping of gender on the structures, processes, cultures, and practises that are present in workplaces. This concept has connections with a variety of other academic disciplines, including management, sociology, gender studies, and organisational studies, to name just a few of the more prominent examples.

In order to have a proper comprehension of the gendering of organisations, it is necessary to appreciate the multifaceted impact that gender has on a variety of aspects of work, ranging from the experiences of individuals to the structures of the system.

Dimensions of Gendering Organizations:

Structural Inequalities:

a) Occupational Segregation: Occupational segregation is a phenomenon that is prevalent in many companies. This phenomenon occurs when specific positions are typically identified with one gender. As an illustration, women may be more prevalent in administrative or caregiving tasks, whereas men may be more prevalent in positions of leadership or technical expertise.

b) Wage Gaps: In organisations, gender pay inequalities continue to exist, which is a reflection of the discrepancies in incomes that exist between men and women. The existence of these disparities is frequently the result of a confluence of factors, including discriminatory behaviours, prejudices in salary negotiations, and occupational subordination.

Cultural and Normative Influences:

a) Organizational Culture: It is possible for gender norms and expectations to be perpetuated via organisational cultures. Cultures that value masculine traits such as assertiveness and competition may disadvantage women who may face biases for not conforming to these norms.

b) Gendered Norms: There is frequently a female bias in the norms that pertain to leadership, communication methods, and work-life balance. There is a possibility that women's possibilities for success are hindered by stereotypes that consider leadership traits to be associated with masculinity.

Leadership and Decision-Making:

a) Underrepresentation: Women are frequently underrepresented in leadership jobs, which contributes to a lack of different perspectives in the decision-making processes. Structured impediments and prejudices in the selection of leadership positions are also factors that contribute to this underrepresentation.

b) Glass Ceiling: A metaphorical "glass ceiling" represents the invisible hurdles that prevent women from advancing to positions of leadership in the highest levels of an organisation. This is a reflection of the systemic hurdles and biases that restrict the opportunities for women to advance in organisations.

Work-Life Integration:

a) Work-Life Balance: It is possible for gendered expectations around home obligations and caring to have an impact on the work-life balance. Women may have difficulty matching their desires for a profession with the expectations of society that they should be the primary caregivers for their children.

b) Flexibility Policies: It is possible that the regulations that organisations have in place regarding flexible work arrangements are not accessible or advantageous to all genders in the same way. The attitudes of employees who are looking for flexibility can be influenced by the stereotypes that surround commitment and dedication.

Discrimination and Bias:

a) Gender-Based Discrimination: The issue of discrimination in organisations that is based on gender continues to be a widespread problem. This can express itself in hiring methods, promotions, and day-to-day interactions, resulting in unequal possibilities for professional development.

b) Microaggressions: A gendered environment can be created in companies through the use of microaggressions, which are subtle and frequently unintentional. Comments, gestures, or behaviours that further perpetuate stereotypes or undermine someone on the basis of their gender are examples of these types of behaviours.

Career Development and Opportunities:

a) Networking and Mentoring: Gendered networks and mentorship opportunities can impact career development. Men may have more access to informal networks and mentorship, potentially influencing career advancement.

b) Promotion Practices: Biases in promotion processes can affect the career trajectories of men and women differently. Stereotypes around leadership competence may disadvantage women during promotion evaluations.

Analysing the Gendering of Organizations:

a) Intersectionality: Intersectionality emphasizes that gender cannot be studied in isolation; it intersects with other social categories such as race, ethnicity, class, and sexuality. Analysing the gendering of organizations requires recognizing the compounded effects of multiple identities on individuals' experiences in the workplace.

b) Power Dynamics: Power dynamics play a crucial role in the gendering of organizations. Understanding who holds power, how power is distributed, and the impact of power imbalances on gender equity is essential.

c) Institutionalization of Gender Norms: Gender norms and expectations become institutionalized within organizations over time. Examining how these norms are embedded in policies, practices, and structures provides insights into the systemic nature of gendering.

d) Policy and Advocacy: Organizations need to assess and revise policies to address gender inequities. Implementing gender-sensitive policies, promoting diversity and inclusion, and actively addressing biases contribute to creating more equitable workplaces.

e) Cultural Change: Shifting organizational cultures is fundamental to challenging gender norms. Fostering cultures that embrace diversity, equity, and inclusion requires deliberate efforts, including education, training, and promoting awareness.

Challenges and Future Directions:

a) Resistance to Change: Organizations may face resistance to change, particularly from those who benefit from existing gender norms. Overcoming resistance requires strong leadership commitment, education, and fostering a culture of inclusivity.

b) Data Collection and Transparency: Organizations often lack comprehensive data on gender demographics and experiences. Improving transparency and collecting data on pay, promotions, and workplace experiences can inform targeted interventions.

c) Inclusive Leadership Development: Developing inclusive leadership programs that address biases, promote diversity, and provide equal opportunities for skill development is crucial for dismantling gendered barriers to leadership.

d) Global Perspectives: The gendering of organizations varies across cultures and regions. Recognizing global perspectives and tailoring strategies to specific contexts is essential for effective change.

e) Collaboration and Advocacy: Collaboration between organizations, policymakers, and advocacy groups is essential for driving systemic change. Collective efforts can influence industry standards, legal frameworks, and societal attitudes.

The gendering of organizations is a multifaceted phenomenon that requires a holistic and intersectional approach. Addressing gender inequities involves challenging systemic norms, fostering inclusive cultures, and implementing policies that promote diversity and equal opportunities for all individuals within the organizational context. Recognizing the dynamic nature of gender dynamics in organizations is a crucial step towards building workplaces that are truly equitable and supportive of diverse talents.

Q6) Write an essay on Theories of Leadership.

Ans) There has been a significant amount of research and theoretical development done on the topic of leadership, which is a phenomenon that is both dynamic and complicated. Over the course of time, numerous theories have surfaced, each of which presents a distinctive point of view on the characteristics that define effective leadership and the ways in which leaders exert influence over individuals, groups, and organisations.

Trait Theories of Leadership:

At the beginning of the 20th century, there was a widespread interest in the concept of trait theories, which aimed to determine the inherent attributes or characteristics that distinguish effective leaders.

The goal of the researchers was to identify specific qualities that were thought to be innate in effective leaders. These qualities included intelligence, decisiveness, and confidence. Despite the fact that trait theories made a contribution to the study of individual differences, they were criticised for oversimplifying leadership and ignoring the aspects that were influenced by the circumstances.

Behavioural Theories of Leadership:

Behavioural theories shifted the attention away from innate characteristics and toward behaviours that can be observed. The goal of the researchers was to discover patterns of conduct that were connected with successful leadership. Studies undertaken in the 1940s and 1950s at Ohio State University and the University of Michigan found two primary behavioural dimensions: consideration (relationship-oriented) and initiating structure. Both of these studies were conducted in the United States (task-oriented). Because of this, the foundation was laid for recognising different leadership styles based on behaviour.

Contingency Theories:

In the 1960s, the concept of contingency theories came into existence. These theories acknowledged that the efficacy of leadership is dependent on a number of elements, such as the situation, the followers, and the style of the leader. An example of this would be the Fiedler Contingency Model, which argued that the efficacy of leadership is dependent on the degree to which a leader's style is compatible with the situational environment.

Other significant contingency theories that place an emphasis on adaptability and flexibility in leadership techniques are the Path-Goal Theory and the Situational Leadership Theory (SLT).

Transformational Leadership:

As a result of the introduction of transformational leadership in the 1970s, the emphasis switched from transactional exchanges to transformative influence responsibilities. Through the cultivation of a common vision, the encouragement of innovation, and the promotion of individual growth, transformational leaders inspire and motivate their people.

The theory was developed further by Bernard Bass, who emphasised the four elements that make up transformational leadership. These elements are idealised influence, inspirational motivation, intellectual stimulation, and customised concern.

Transactional Leadership:

One type of leadership, known as transactional leadership, is distinguished from transformational leadership by its emphasis on interactions between leaders and followers. To inspire followers to accomplish particular objectives, leaders employ a variety of strategies, including rewards, penalties, and contingent reinforcement. The idea of transactional exchanges, in which followers are rewarded for satisfying performance standards, is the foundation around which transactional leadership is built.

Servant Leadership:

The concept of servant leadership places an emphasis on a leader's dedication to serving others and placing the well-being of followers as their first priority. This strategy, which is founded on the principle of putting service before of leadership, works to cultivate a leadership style that is both collaborative and empathic.

The idea was first presented by Robert K. Greenleaf, who proposed that servant leaders put the requirements of others ahead of their own, foster personal development, and make a positive contribution to society as a whole.

Charismatic Leadership:

Leadership that is characterised by charisma is characterised by a leader's capacity to motivate and influence followers via the use of their own personal charisma and vision. The concept of charisma was first proposed by Max Weber, who characterised charismatic leaders as those who possessed unique traits that captivated and motivated their followers. Leaders that exude charisma typically demonstrate traits such as self-assurance, vision, and a powerful emotional appeal.

Authentic Leadership:

Authentic leadership places an emphasis on self-awareness, transparency, and interactions that are entirely genuine. This method, which is founded on the concept that genuine leaders should connect their actions with their values and beliefs, helps to cultivate trust and credibility if it is implemented. The idea was initially presented by Bill George, who emphasised the significance of leaders remaining true to themselves and establishing genuine ties with their followers (his followers).

Leader-Member Exchange (LMX) Theory:

The characteristics of the relationship that exists between leaders and individual followers are investigated by the LMX hypothesis. According to this theory, leaders cultivate one-of-a-kind exchange connections with various followers, which ultimately results in the formation of in-group and out-group dynamics. There is a correlation between high-quality exchanges and greater trust, support, and collaboration.

Leadership as a Social Process:

The concept of leadership is emphasised by certain contemporary ideas as a social process that develops as a result of social interactions that take place inside groups. Examples of leadership styles that highlight the collaborative and dynamic character of leadership within social contexts include shared leadership, distributed leadership, and network leadership.

The dynamic nature of leadership as a concept is reflected in the development of various ideas, which have evolved over time. Early approaches that concentrated on traits have given way to contemporary viewpoints that place an emphasis on social processes and collaborative dynamics. The area has experienced a rich tapestry of ideas throughout its history.

Each theory provides distinctive insights into various aspects of leadership, which contribute to a more comprehensive understanding of the ways in which individuals guide and influence others in a variety of settings.

Recognizing that there is no universally applicable definition of effective leadership is a key step in the process. A number of factors, including human characteristics, organisational contexts, and situational considerations, all play significant roles in determining the efficacy of leadership.

Since businesses are becoming more diverse and dynamic, it is becoming increasingly clear that there is a need for leadership techniques that are both adaptable and inclusive. It is anticipated that future breakthroughs in leadership theories will continue to investigate the difficulties of leadership in the context of the always shifting environment of work and organisations.

Q7) Explain five leadership dimensions and capacity assessment matrix.

Ans) Effective leadership is a multidimensional notion that encompasses a variety of dimensions that, when taken together, contribute to the overall effectiveness of leadership. The Five Leadership Dimensions and Capacity Assessment Matrix offer a structured framework that may be utilised for the purpose of evaluating and improving the leadership capacity of employees inside businesses.

Visionary Leadership Dimension:

a) Definition: Visionary leadership requires the capacity to define and communicate a compelling vision for the future that inspires and motivates others. This talent is essential for effective leadership.

b) Strategic Thinking: In addition to demonstrating the ability to think strategically, the leader also exhibits the ability to anticipate future possibilities and difficulties.

c) Inspiring Vision: The leader articulates a vision that is both clear and inspirational, and that is in alignment with the values and goals of the organisation.

d) Communication Skills: When it comes to getting the vision across to the many stakeholders, effective communication is absolutely necessary in order to create understanding and commitment.

Transformational Leadership Dimension:

a) Definition: Transformational leadership focuses on fostering positive change, inspiring innovation, and promoting growth and development among followers.

b) Individualized Consideration: The leader demonstrates genuine concern for individual needs and development, fostering a personalized approach to leadership.

c) Intellectual Stimulation: Encouraging creativity and intellectual curiosity among followers to drive innovation and problem-solving.

d) Charismatic Leadership: The leader exhibits charisma and enthusiasm, creating a magnetic influence that motivates and energizes the team.

Operational Leadership Dimension:

a) Definition: Operational leadership involves the ability to effectively manage day-to-day tasks, resources, and processes to ensure organizational efficiency.

b) Execution and Implementation: The leader demonstrates a focus on executing plans and strategies to achieve organizational objectives.

c) Resource Management: Effective allocation and utilization of resources, including personnel, finances, and technology.

d) Problem-Solving: The leader is adept at identifying and resolving operational challenges, ensuring smooth business operations.

Ethical Leadership Dimension:

a) Definition: Ethical leadership centres on the commitment to moral and ethical principles, guiding decision-making and behaviour within an organization.

b) Integrity: The leader upholds a strong sense of integrity, adhering to ethical standards and fostering a culture of honesty and transparency.

c) Fairness and Justice: Ensuring fair treatment of all individuals, promoting diversity, and addressing issues of injustice.

d) Social Responsibility: The leader considers the broader impact of organizational decisions on society and actively engages in responsible business practices.

Collaborative Leadership Dimension:

a) Definition: Collaborative leadership emphasizes building strong relationships, fostering teamwork, and creating a culture of collaboration within the organization.

b) Team Building: The leader actively works to build and develop high-performing teams, fostering a collaborative and inclusive culture.

c) Communication Skills: Effective communication is vital in fostering collaboration, ensuring that information is shared transparently and openly.

d) Conflict Resolution: The leader demonstrates skills in resolving conflicts and promoting a positive and cooperative working environment.

Capacity Assessment Matrix:

The Capacity Assessment Matrix serves as a tool to evaluate an organization's leadership capacity across these five dimensions. The matrix typically includes the following components:


Leaders and team members assess their own competencies and behaviours within each leadership dimension. This self-reflection provides insights into individual strengths and areas for improvement.

360-Degree Feedback:

Colleagues, subordinates, and superiors provide feedback on the leader's performance across the five dimensions. This 360-degree approach offers a comprehensive view, capturing diverse perspectives within the organization.

Objective Metrics:

Utilizing objective performance metrics and key performance indicators (KPIs) related to each leadership dimension provides a quantitative assessment of leadership effectiveness.

Training and Development Needs:

The assessment matrix helps identify specific training and development needs for leaders and team members. This ensures that interventions are targeted and aligned with organizational goals.

Continuous Improvement:

The matrix facilitates a continuous improvement cycle, encouraging leaders to revisit the assessment regularly, set new goals, and track progress over time.

Implementation Steps for Capacity Assessment:

a) Leadership Dimensions: Clearly define the five leadership dimensions tailored to the organization's context, values, and goals.

b) Design Assessment Tools: Develop assessment tools, including surveys, questionnaires, and performance metrics, aligned with each dimension.

c) Data Collection: Collect data through self-assessment, 360-degree feedback, and objective metrics. Ensure anonymity and confidentiality to encourage honest and constructive feedback.

d) Analysis and Interpretation: Analyse the data to identify patterns, trends, and areas for improvement. Interpretation should consider both individual and organizational perspectives.

e) Feedback and Goal Setting: Provide feedback to leaders based on the assessment results. Collaboratively set goals and action plans for improvement, emphasizing strengths and addressing weaknesses.

f) Training and Development: Implement targeted training and development initiatives to address specific leadership gaps identified in the assessment.

g) Monitoring and Evaluation: Continuously monitor leadership performance, track progress, and conduct regular evaluations. Adjust interventions as needed to align with evolving organizational needs.

Benefits of the Five Leadership Dimensions and Capacity Assessment Matrix:

a) Holistic Evaluation: Provides a holistic and comprehensive evaluation of leadership capacity, considering various dimensions crucial for organizational success.

b) Targeted Development: Identifies specific areas for development, allowing organizations to tailor training initiatives and interventions to address individual and collective leadership needs.

c) Enhanced Self-Awareness: Helps leaders and people of the team become more self-aware, which in turn promotes a culture of continuous improvement and reflective practise.

d) Informed Decision-Making: Provides valuable insights for strategic decision-making by drawing attention to the positive and negative aspects of leadership inside the organisation itself.

e) Cultural Alignment: Facilitates the alignment of leadership actions with the values of the organisation, so fostering a culture that values cooperation, ethical behaviour, and shared vision.

f) Continuous Improvement: The establishment of a framework for continual assessment, with the purpose of ensuring that leadership ability develops and adapts to the ever-changing dynamics of the organisation.

The Capacity Assessment Matrix and the Five Leadership Dimensions serve as a valuable tool for businesses that are looking to improve the effectiveness of their leadership inside the organisation. Through the implementation of targeted development strategies and the systematic evaluation of leadership across key dimensions, organisations have the ability to construct a leadership culture that is both resilient and adaptable, thereby contributing to the organization's lasting success and sustainability.

100% Verified solved assignments from ₹ 40  written in our own words so that you get the best marks!
Learn More

Don't have time to write your assignment neatly? Get it written by experts and get free home delivery

Learn More

Get Guidebooks and Help books to pass your exams easily. Get home delivery or download instantly!

Learn More

Download IGNOU's official study material combined into a single PDF file absolutely free!

Learn More

Download latest Assignment Question Papers for free in PDF format at the click of a button!

Learn More

Download Previous year Question Papers for reference and Exam Preparation for free!

Learn More

Download Premium PDF

Assignment Question Papers

Which Year / Session to Write?

Get Handwritten Assignments

bottom of page