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Women in leadership

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Women in leadership

  1. 1. WOMEN IN LEADERSHIP By Selvina & Katharina 12 th Feb 2013
  2. 2. HYPOTHESIS “The demands placed on leaders intoday‟s world means that women are more suited to those roles.” (Course Study Guide, 2012-13, p.8)
  3. 3. LEADERSHIPLeadership is a diver se process which has dif ferent significance fordif ferent individuals.Some of the main characteristics of a leader :1. Interpersonal Sk ills – maintain good relationship2. Communication Sk ills – good listener and speaker3. Values – respect the group without favouritism4. Organisational Consciousness – break barrier to achieve goals5. Confidence – adopt a measured approach whilst under pressure6. Creativity Sk ills – innovate and instigate a problem solving mind-set7. Achieving Results – accomplish the goals by motivating the workforce ( M o n ey - Z i n e . c om , 2 010 )
  4. 4. STATISTICSWomen In Leadership – The U.S. Is Behind The Rest Of The World Source: Grant Thornton international business report 2012
  5. 5. INTERNATIONAL BUSINESS REPORT 2012 The Quota that is being implemented by the European Union expects an increase of the number of women in the senior management roles. However, Grant Thornton, one of the world‟s leading organisations of independent assurance, tax and advisory, provides a report that shows that there was no progress since 2004:Percentage of Women in management positions globally:  2004 - 19%  2007 - 24%  2009 - 24%  2011 - 20%  2012 - 21%  Source: Grant Thornton international business report 2012
  6. 6. PRO WOMEN INLEADERSHIP
  7. 7. WOMEN‟S UNIQUE LEADERSHIP CHARACTERISTICSCaliper, a management consulting firm in New Jer sey, identified fourspecific statements about womens leader ship qualities :1. Women leader s are more per suasive than their male counterpar ts.2. When feeling the sting of rejection, women leaders learn from adversity and carr y on with an “Ill show you” attitude.3. Women leader s demonstrate an inclusive, team-building leader ship style of problem solving and decision making.4. Women leader s are more likely to ignore rules and take risks. (Caliper, 2013)
  8. 8. “I believe this study shows that for a woman to become a leader today, she has to fight harder against the status quo, which requires her to be more focused and determined.” Mara Swan, Chief People Of ficer for Molson Coor s
  9. 9. WOMEN & LEADERSHIP “ Women bring diversity of thought, experiences and behaviors which are a critical component of business success. ”For some organisations, it is crucial to have women on board as theybring a lot of competitive advantages.To be able to see women in leading and senior management roles,companies need to:1. Recruit more female staf f2. Develop their skills3. Retain them4. Ensure of having the right suppor t5. Provide them oppor tunities to apply for senior roles (Primonovo , 201 2)
  10. 10. WHY WOMEN MAKE BETTER BOSSES A recent UK survey published in the Journal of Business Research proved that women make better bosses.1. By Leading in a more democratic way2. By allowing staf f participation in decision -making Having women in leadership roles increases the communication between management and employees. The consultation of individual employee feedback leads to more ef ficient organisational structures (D. Mielach, Business News Daily, 2012)
  11. 11. Some of the most powerful women leaders of today and in history: (H. Whipps, 2008)
  12. 12. QUEEN ELIZABETH IIQ U E E N O F T H E B R I T I S H C O M M O N W E A LT H F O R 5 6 Y E A R S
  13. 13. INDIRA GANDHII N D I A‟ S P R I M E M I N I S T E R F R O M 1 9 6 6 - 1 97 7 A N D 1 9 8 0 - 1 9 8 4
  14. 14. OPRAH WINFREYAMERICAN MEDIA PROPRIETOR, ACTRESS, PRODUCER & SHOW HOST
  15. 15. MARGARET THATCHERB R I TA I N ‟ S F I R S T P R I M E M I N I S T E R I N 1 9 7 9 , S E R V I N G T H E C O U N T R Y U N T I L 1 9 9 0
  16. 16. ANGELA MERKELT H E C H A N C E L LO R O F G E R M A N Y, F O R B E S ‟ C U R R E N T M O S T P O W E R F U L W O M A N IN THE WORLD
  17. 17. ELLEN JOHNSON-SIRLEAFA F R I C A‟ S F I R S T E L E C T E D F E M A L E H E A D O F S TAT E I N 2 0 0 5
  18. 18. BARRIERSFOR WOMEN IN LEADERSHIP POSITIONS
  19. 19. THE GLASS CEILING - WOMEN IN MANAGEMENT “The „Glass Ceiling‟ (…) is the unseen, yet unbreachable barrier that keeps minorities and women from rising to the upper rungs of thecorporate ladder, regardless of their qualifications or achievements.” (The Federal Glass Ceiling Commission, 1995)
  20. 20. THE GLASS CEILING - EUWomen continue to face glass ceilings at the top levels ofcompanies.Current gender division of EU company boards:  Men: 86.3% (board members) / 96.8% (boardroom chairs)  Women: 13.7% (board members) / 3.2% (boardroom chairs) In the UK, 16% of board members are women this is above the EU average of 13.7% EU is proposing a rule to get 40% of senior posts filled by women At the current average rise, it would take around 40 more years to even get close to at least 40% of both genders in boardrooms ( V. Re d i n g , T h e G u a rd i a n , 2 01 2 )
  21. 21. FACTS & FIGURES “Over half of college gradu ates but less than a quar ter of full professor s and a fif th of college preside nts are female.” “In manageme nt, women account for about a third of M.B.A . classe s, but only 2 percent of For tune 500 CEOs, 6 perc ent of top earner s, 8 percent of top leader sh ip positions, and 16 percent of board director s and corporate of ficer s.” “In law, women constitute about half of new entrants to the profession, but less than a fif th of law firm par tner s, feder a l judges, law school dean s, and For tune 500 gener al counsels.” “Half the students in divinity school are women, but they account for only 3 percent of the pastor s of large congregations in protestant churches that have been ordaining women for decad es .” (Rhode & Kellermann, Women and Leadership, 2007)
  22. 22. BARRIERSWomen‟s careers may be influenced by various factors External demands, such as caring responsibilities of children or parents Fewer role models that demonstrate how to lead in a style they can relate to  stereotypical leaders tend to be male Lower expectations than men Where a man might say: „I deserve that leadership position„, a woman is more likely to think: „Am I good enough? (Primonovo, 201 2 and Shirlaws, 2009)
  23. 23. BARRIERSOften, women don‟t agree with the behaviour which can befound higher up in many organisations and that it takes toomuch energy to compete against their male peers Contributed to the increase of female entrepreneurs who have exited the corporate rat race to develop their own successful businesses Female entrepreneurs are getting younger because they are making the decision to exit sooner (Shirlaws, 2009)
  24. 24. BARRIERS FACED BY WOMENMany women still face barriers when seeking to advance in theirorganizations.The factors faced by women are:1. Gender bias – continuous prejudice towards women‟s abilities2. Lack of buy -in – underestimation of importance of gender diversity3. Perceived ef fectiveness of leadership model s – transactional (male) vs. transformal (women) leadership style4. Work-life balance pressures - career vs. familial obligations5. Lack of networking opportunities - dif ficult in a male- dominated field (R. Heller, 2011 )
  25. 25. HOW WOMEN CAN GET TOP EXECUTIVE JOBS
  26. 26. CONCLUSION An ef fective modern leader requires a blend of intellectual qualities: the ability to think analytically, strategically and creatively and also self -awareness, empathy and humility Great leadership begins with being a whole human being Even though women are sometimes not seen as natural leaders, they are climbing the career ladder Smashing the glass ceiling The attitude towards the leadership of women keeps changing and organisations are seeking for more women in higher roles Organisations support women in leadership, but there still is a lot of work to be done on part of organisations
  27. 27. REFERENCES Bobinski, D. (2012) Women in leadership: beware the barriers . Retrieved 9 January 2013 from: http://www.management-issues.com/2012/3/20/opinion/women -in-leadership-beware-the-barriers.asp Caliper (2013), The Qualities that Distinguish Women Leaders . Retrieved 9 February 2013 from: http://www.calipercorp.com/Resources/Whitepapers/The -Qualities-that-Distinguish-Women-Leaders- Grant Thornton (2012) Women in senior management: still not enough . Grant Thornton International Business Report 2012 Heller, R. (2011) Re-Examining the Female Path to Leadership Positions in Business. Retrieved 11 February 2013 from: https://est05.esalestrack.com/eSalesTrack/Content/Content.ashx?file=82ab307e -e667-4b11-8862-552d39c822b4.pdf Mielach, D. (2012) Why Women Make Better Bosses. Retrieved 9 February 2013 from: http://www.businessnewsdaily.com/2241 -women-bosses.html Money-Zine.com (2010) Leadership Characteristics. Retrieved 9 February 2013 from: http://www.money- zine.com/Career-Development/Leadership-Skill/Leadership-Characteristics Primonovo (2012) Women and Leadership. Retrieved 9 February 2013 from: http://primonovo.com/our- work/transformational-leadership/women-and-leadership Reding, V. (2012) Its time to break the glass ceiling for Europes women . Retrieved 11 February 2013 from: http://www.guardian.co.uk/commentisfree/2012/nov/19/time -break-glass-ceiling-women-europe Rhode, D., Kellermann, B. (2007) Women and Leadership: The State of Play and Strategies for Change . Jossey-Bass: UK Shirlaws (2009), Women in leadership roles. Retrieved 11 February 2013 from: http://www.shirlawsonline.com/editorials/55 -women-in-leadership-roles The Federal Glass Ceiling Commission (1995), A Solid Investment: Making Full Use of the Nation‟s Human Capital . U.S. Government Printing Office: Washington, D.C. Whipps, H. (2008) The Most Powerful Modern Women Leaders. Retrieved 9 February 2013 from: http://www.livescience.com/11374-powerful-modern-women-leaders.html
  28. 28. J U S T F O R FTHANK YOU FOR YOUR ATTENTION U N
  29. 29. DISCUSSION PART I “Not just a matter of fairness - it makes good business sense to retain and promote the best talent, irrespective of gender. Functionally the picture is even more unbalanced, with higher percentages of women in human resources and marketing than in finance or operations. Industries too show an imbalance with more women in retail or nursing leadership roles and less in construction or banking. Remember how far we have come from the 1950s notion that women got married, had children and stayed home. But we still have a long way to go to ensure the best talent makes it into leadership positions. ” Is it simply a matching of talents? ( S h i rl aws , 2 0 0 9 )
  30. 30. DISCUSSION PART IITwo examples:1) If a man has an overbearing management style hes perceived as someone driving forward to get results. But when women so much as lean that direction theyre usually perceived as cold -hearted witches.2) On the other hand, if a man is lenient on people who break rules, hes usually described as showing his human side. But when women do the same theyre often described as weak.What do you think about these examples? (D. Bobinski, 2012

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