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At this point, I don‘t want to commit myself to whether a man or a woman is the better leader. Both have their qualities and I even think it is wrong to „impute“ certain leadership qualities to women (or men) or to expect them in all of them - like the example of empathy. In principle, it is certainly true that both women and men can be very successful leaders and decision-makers and should also perform these roles in companies. However, it is important for companies to look at how we can attract the talent we need to be successful in the future. We need to be more open and modern, because the younger generation in particular demands this much more. The real estate industry has traditionally been a male-dominated industry. If we fail to attract women and increase their numbers in leadership positions, we will lose a huge „talent pool“ - which we cannot and should not afford given the „war for talent“. 

2 |

I have experience with male-dominated teams and all-female teams. The team dynamics are best when mixed teams work together. A higher proportion of women usually changes the dynamics of the conversations and you often have a different wavelength among women - as it might be with men - and can discuss topics differently. The combination of these approaches leads to new ideas and that can only be better for a company. It should therefore be completely self-evident that women have leadership positions just like men and that the diversity of society is reflected not only in the teams themselves, but also at the leadership level.

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Firstly, the women have to want it. They need role models and also exchange, e.g. in women's networks. These should not be primarily about discussing "women's issues", but about having an exchange with like-minded people with similar experiences, talking openly about challenges and being able to support each other.

Secondly, women need to be approached more than their male colleagues. We need to identify, work with and encourage women with the appropriate potential at earlier career levels. At the same time, while it is not necessarily the goal of all women to be in a leadership position, I think the younger generation is much more open to it and more strategic. Young women today approach their careers differently. They think about where they want to go and have the confidence to develop into influential positions in management. Finally, the world of work has to allow for this. A large part of the double burden between work and family still falls on women. There needs to be a mindset change that it is also okay to prioritise the family at certain times. 

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I always find such general statements difficult. But I can personally say that as a mother of three sons, I quickly learned to prioritise in my job and to give my employees a lot of freedom and autonomy accordingly. This in turn leads to their personal development and allows them to realise their full potential. 

2 |

At Raiffeisen WohnBau we work in mixed teams and I can confirm that the different perspectives and strengths of the individual members result in a very high degree of creativity and pragmatism. This is what we need in the property development business to be successful. With female managers, I observe that they are usually excellent team players who communicate well and willingly and also try to find compromises with which all sides can continue to work well, even with difficult issues and conflicts. 

3 |

I believe it takes two things: on the one hand, the courage of women to apply for exciting leadership positions, and on the other hand, the openness of men to accept women in their ranks. Even if often frowned upon, but women's quotas work to show what added value companies get from diverse leadership teams in the long run. Once this first important step is taken, it not only has a positive effect on performance externally, but also sends a signal internally and encourages more and more women to join the front line.

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Certainly it makes a difference. And that's what it should be about - diversity in leadership roles is needed. Firstly, because a diverse society needs companies that reflect precisely this diversity and multidimensionality. Corporate decisions have a tangible impact on our society - especially in the real estate sector. The decision-makers of today determine the image of our built environment of tomorrow.

On the other hand, diversity in leadership roles is needed because increasingly flatter hierarchies, teamwork, more flexible working models and changed values of employees also lead to new demands on leaders. In order to survive in the war for talents, companies need different but above all modern leadership personalities.

2 |

Challenges can best be met when they are viewed from different perspectives. With diverse teams and mixed leadership, better decisions are made in companies in the long run.

To classify people only according to gender and to derive differences from that is a little too short-sighted. Nevertheless, there are some qualities that are increasingly found in women. Female leadership is currently considered a model of success. Empathy, cooperation, esteem and the ability to listen to the wishes and conflicts of the employees ensure trust among each other and a more harmonious working environment.

3 |

Both the visible and the invisible hurdles must be removed. In addition to all the already known solutions, such as women's advancement programmes, job sharing and part-time work, which should be implemented on a broad scale, the invisible cultural challenges must be addressed. The guidelines and rules of the game in the top management of many companies are shaped by male structures. These outdated structures must be broken down. As role models, women in leadership positions can be an important factor in encouraging young women in their career ambitions.

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It has long been scientifically proven that any form of diversity makes the difference. But even corresponding regulations are to a large extent ignored or creatively interpreted. I am 100% convinced that mixing is an essential factor for success. I have been told time and again that people worked differently when I was part of a supervisory board, for example.

2 |

I am convinced that if there is an appropriate mix, there is higher quality in the discussion and better decisions are made. Even the pure climate of discussion changes when a woman sits at the table in an equal position. Ultimately, however, the men in power have to be convinced and motivated to also demand and promote women equally - because it is still predominantly men who decide on their own successors.

3 |

There are many starting points to promote women. For example, appropriate working models and conditions for both parents should be mentioned here, with role models playing an essential role at all levels. Transparency in salaries is also crucial to make the considerable gender pay gap visible and gradually reduce it. Many women, unlike their male colleagues, also lack the self-confidence to apply for jobs. Mentoring programmes, for example, can provide support here - ideally with managers of both genders. But at the end of the day, without any hard odds, no quick success will be visible, of that I am now unfortunately also convinced.

1 |

It makes a difference, but not a big one. Leadership positions require a certain "profile", also depending on the sector. Personalities that correspond to this profile can be found among women as well as men. The "small difference" can be seen in the leadership and communication style, as well as in the fact that women are more concerned with solutions and less with maintaining power and status.

2 |

Gender pairing is an instrument to promote well-functioning teams. Balancing instead of reinforcing is the recipe for success, and learning from each other, especially with regard to gender-specific behaviour. Men often have a higher self-assessment, they have more confidence in themselves than women. If women adopt this behaviour, there is less dormant talent and resources can be better used. Women in leadership positions have to overcome resistance and show special performance on their way up. As leaders, they are therefore characterised by high expertise and resilience, with great loyalty to the company.

3 |

Many things come to mind: Everything that promotes the compatibility of work and family is in demand. This includes flexible working time models, especially enabling part-time work, paternity leave, a family-friendly corporate culture and the expansion of affordable and attractive childcare facilities. Women lose out in the early career phase due to motherhood and the often sole responsibility for the still young children.

Furthermore, there is a need for a broad social consensus that relieves career-minded mothers of the stigma of being "bad mothers". And men are needed who take on their share of the care work and "overcome" the often ridiculed softie image. Internal and state programmes for the advancement of women must be expanded. Last but not least, legislative measures in the form of women's quotas for senior positions are necessary and expedient until equality is also achieved in the C-level.

1 |

I am convinced that this is true. Mixed teams simply make more balanced decisions. They benefit from different perspectives and approaches, which leads to a better result in the end - provided that people are willing to listen to each other and compromise. At the same time, they motivate younger female employees that all paths to the top are open to them if the performance and commitment to the company are right and they actually want to follow this path.

2 |

I doubt whether there is any added value in having female leaders. Just like masculinity, femininity alone is no indication of being better suited for a leadership position. Leadership qualities and know-how as well as empathy are essential here. But my personal experience with women in positions of responsibility has been positive. That is why more than half of our branch managers are female.

3 |

To be clear - I actually don't think much of a women's quota. It puts women per se under suspicion of not having made it into top management through performance. However, it has proven to be true that in a certain way, unfortunately, the quota regulation leads to a change in the mindset of the male leadership or even of the organisers of panels to be filled. But what also needs to change is the understanding of performance and success. It is not necessary to be in the office for twelve hours to show how important you are and then also to network with colleagues in the pub or bar. This excludes women because they are more often still under the double burden of job and family. Here, employers are asked to make offers that make it possible for women to combine career and family. I am thinking of flexible working hours, home office where possible, a company kindergarten and, of course, motivating pay. Furthermore, it is important that women also develop a stronger self-confidence and are willing to contribute their excellent skills to responsible positions.

1 |

To put it bluntly: women don't care much about showing off, presenting status symbols and jovially patting themselves on the back. I think this annoys some men and holds a mirror up to them. Women devote themselves much more to the substantive issues than to the political-strategic constellations in companies. At least that is my experience. This perhaps takes the group-dynamic actionism out of some decisions and adds some down-to-earthness.

2 |

Men belonged in day care centres just as women belong in leadership. It has the advantage of reflecting the dynamics of our society. 50% of humanity is female. Imagine the world without women or men... impossible. I am surprised that it has gone so long without women in leadership. Maybe it's because men in companies are mostly organised by women and so they have been subtly clever in exerting their influence. I speak from my own experience.

3 |

Entrepreneurs and board members need to have positive experiences with women in leadership. How often do I hear that women are unobjective, emotional, bitchy, mare-biting and God knows what else. However, I hardly hear about all the good and excellent work that women deliver over and over again in leadership positions. I'm not talking about studies or articles in the relevant trade media here - I'm talking about the conversations behind closed doors. But as more and more companies gain positive experiences with women in leadership - and they can only do that by experiencing women in leadership - attitudes change. And when attitudes change, actions change in terms of human resources policy. What does that mean? We need personnel selection that is neutral - that does not disadvantage or frustrate men, but promotes women who simply deserve it. Now may the better one really win.

1 |

The way a leader perceives his or her role is very individual. There are of course great differences here. Whether this has to do with the gender of the person, I doubt. Women today have the same education as men and - especially in the younger generations - are no longer stuck in fixed role clichés. It is much more up to the corporate culture and the organisation of a company whether a manager can inspire her employees and put a maximum of commitment and individual competence into her leadership function.

2 |

In creative professions, such as in the planning industry, diversity is a top priority. Here, it is no longer a question of whether a man or a woman leads a team. What is needed here is a fundamental consensus on the willingness to cooperate, flexibility and an appreciative style of communication - qualities that are commonly attributed to women. In this respect, it is certainly advantageous if the proportion of women corresponds to the other realities of life. Nevertheless: Diversity is a requirement that everyone must first learn and develop, it concerns everyone. Here, the added value for the company lies in being able to integrate as many perspectives, views and lifestyles as possible for the benefit of the results achieved. This also applies to women in management positions.

3 |

An old PR saying is: Do good and talk about it. It helps immensely both internally and externally to make the successful cooperation of women with men visible by talking about it and breaking down prejudices. At ATP architekten ingenieure, where an acute shortage of women in technical professions could not be remedied for a long time, a task force was finally set up that specifically identified "stumbling blocks to female careers as managers". The whole company was involved here and benefited enormously. Today it is absolutely realistic for a project manager to lead a project worth millions even in a 30-hour week. Creating the processes and cultural conditions for this is the task of modern management, a question of perspective. For both men and women: rethink in your head!

1 |

I think that there are definitely differences in how women and men lead. And that this is perfectly okay. But at the heart of the matter is not the question of whether men or women are better leaders. What it is about and what is missing in the working world: the recognition of the male and female principle as equal. Leadership, also in the real estate industry, is very much associated with the self-confident, dynamic and successful "doer type". What is often missing at the management level is a corrective and an important complement: people who weigh up risks, who can listen and who have no problem admitting a mistake sometimes. And who, in their position, are concerned with moving others forward rather than themselves.

2 |

More perspectives at the table lead to more friction. More friction leads to better decisions - which ultimately lead to resilient, successful companies. Many studies have proven the advantages of (gender)mixed management teams time and again: more turnover and profit, greater innovative power, more satisfied customers. In view of the competition for skilled workers and the talents of the younger generations, the cultural advantages come to the fore: open communication and an inclusive environment in which people enjoy working and can develop.

3 |

Politics, society, companies, each and every individual are called upon. Very important in the companies: the top management must want the change and follow words with deeds - through concrete targets and deadlines for increasing the proportion of women and a strategy plus resources that help to achieve these goals in the organisation. Compulsory unconscious bias training and the integration of diversity KPIs in the target agreements of managers as well as working models that enable part-time or tandem leadership make sense and are effective. Politicians are just as much in demand: the marriage tax credit must be urgently reformed and day-care and all-day places expanded. And everyone can also do something in their private lives, e.g. divide childcare, household and care work fairly. Because equality at work only works with equality at home.

1 |

From my point of view, finding that out is not an art. That is pure life experience. Especially in a family business, this can be seen again and again over generations. From my point of view, it depends on how the entire structure deals with change - and a mixture of skills and talents, of individual character and sense of community has always proven to be superior. In other words, the confident handling of diversity, the mutual balancing of strengths and weaknesses, and the ability to share responsibility and agree on decisions - that's what counts. There are women who are particularly good at this, and there are men. And there are women who fail at it, and men.

2 |

I am deliberately making an excursion here into our Sasse forest, with which we contribute to the sustainability of our work. This is a so-called plenter forest, where harvesting is not done by area, but by mature wood. That is why it is made up of a wide variety of tree species. They share nutrients and light with each other, create a protective roof together and complement each other in the function of "forest" when individual trees disappear. We take an equally holistic and organic view of the way the employees in the Sasse Group work together. The better the mix is coordinated, the stronger each individual, each team becomes. In the long run, this settles the question of gender and position.

3 |

There is no standard solution that fits all situations and organisations. But wherever it is possible to establish diversity as a matter of course and where there is competent dialogue at eye level, the proportion of women in top management will be representative by itself. Where this does not happen, leadership is purely hierarchical - and thus not sustainable.