Over the centuries, femininity has been stereotyped as dependent, submissive and conforming, and hence women have been seen as lacking in leadership qualities. The male bias is reflected in the false conception of leadership as mere command or control. As leadership comes properly to be seen as a process of leaders engaging and mobilizing the human needs of followers, women will be more readily recognized as leaders and men will change their own leadership styles (Burns, 1978, p. 50).Despite the fact that women have been moving up the hierarchical ladder of organisations during recent decades (see Eagly, 2003; Wirth, 2001), women are still under-represented in management positions in comparison to men all over the world (Powell, 1999; for an overview, see Schein, 2001).Global and domestic leadership are not the same due to the fact that an organisation and country are not separated from the world community by time and space as in decades past. The contributions of women as global leaders is increasing because of the inclusion of women in the workforce and their constant moving up the corporate ladder to leadership positions in multinational organisations (Adler, Brody, & Osland, 2000).Organisations that have a set of global leadership competencies must inculcate the employees with a mindset that includes a culture of meritocracy which promotes and utilizes the best within the organisation, male or female, and moves even further away from the previous mindset of a male only or male dominated workforce (Adler et al., 2000). By moving away from this mindset, organisations are able to use and make the most of women throughout the world which brings in more and varied experiences and opinions to help the organisations meet their goals. In a survey that was administer by Alder et al, women executives bring to the fore the importance of ensuring that relationships are made and maintained within the various global communities (Adler et al.). This is just as important as the abilities that are needed within the organisation to understand finance and the industrial operations of the organisation.Research indicates that men’s attitudes toward women in the workplace are gradually changing as more women enter the workforce and assume leadership positions within global organisations. Studies show, however, that both men and women executives believe women have to be exceptional to succeed in the business world. Women leaders still face disadvantages in business and feel they must work harder than men to succeed (Rosener, 1990).In the past, successful leaders have been associated with stereotypical masculine attributes such as competitiveness, task orientation, and willingness to take risks. Recent studies, however, show that female middle and top-level executives no longer equate successful leadership with these masculine attributes. Experienced female managers show no differences in leadership ability from their experienced male counterparts. Both groups possess a high need for achievement and power, and both demonstrate assertiveness, self-reliance, risk taking, and other traits and behaviors associated with leadership.