Gender Diversity - It's a Leadership Thing
•
0 likes•152 views
Women in management positions at all levels need professional management and leadership development to perform and advance effectively. This is especially true for women where management positions are still largely occupied by males. This programme will equip each participant with the key management competencies necessary to increase their contribution to businesses.
Report
Share
Report
Share
Download to read offline
Recommended
The Gender Diversity Scorecard
A review of the Gender Diversity Scorecard at The Leasing Foundation Third Annual Conference, September 10 2015.
Why Gender Diversity Matters at Work | Chronus
Making up 47% of the current workforce and growing, women are prime candidates for filling the leadership pipeline that will soon be left lighter by a departing generation of workers. And yet, the higher you look in companies, the fewer women you see, with C-level positions comprised of only 19% women.
Learn how greater gender diversity can improve your organization, and why mentoring is an ideal solution to enable women in the workplace.
Download the full Ebook: http://ow.ly/fGyK30fCsaB
Gender diversity
Question # 1: What differences between women and men are there?
Question # 2: What are some examples of low gender diversity?
Question # 3: What are some examples of high gender diversity?
Question # 4: How do we measure gender diversity?
The Business Case of Gender Diversity and the UN Women Empowerment Principles
Presentation held at the Business and Professional Women's International Congress in Helsinki, Finland, 18.06.2011.
Topic: The Business Case of Gender Diversity and the UN Women Empowerment Principles
Gender Diversity in the workplace
1) The document discusses how organizational culture may be a key factor holding back greater gender diversity in senior leadership, despite programs aimed at increasing diversity.
2) It presents research finding a link between having women in senior roles, a high-performance culture, and stronger financial performance. However, culture has been overlooked as a factor.
3) The research studied 50 leading organizations and found that those with the strongest cultures and financial performance also had the highest proportions of women in executive roles, indicating culture may enable greater diversity.
Globalization: What to Do Next?
The final installment of the Globalization: America’s Leadership Challenge Ahead article series will focus on several of the major action steps to help you improve your business performance and prepare for greater success in the rapidly changing global economy.
Gender diversity and Leadership
Promoting multidimensional teams has a positive impact on business outcomes. Female presence in company's executive bodies is essential to build business projects that are successful and long-term oriented.
During the meeting held by Woman's Week foundation and the Association of Directors of Communication in Spain (Dircom), Chief Communication Officer and companies, committed to equal opportunities and diversity, professionals discussed about CSR regarding gender diversity.
We are indeed living a shift of paradigm where companies are more sensitive to the economic importance of their role as social actors and the strategic and integrated management of key intangible assets such as reputation, brand, communication or public issues. We are immersed in the so-called "reputation economy".
The main advantages of promoting diversity within the corporation are the greater capacity of attracting and retaining talent, improvement of leadership and innovation strategies and a closer approach to key stakeholders for the company. In fact, the main idea of the concept of diversity is to optimize human resources presented by heterogeneous groups, this is to say, diverse regarding the gender, age, race or nationality of their members.
We are making progress in integrating diverse teams in the organization, but we are still below the goal of 40 % female board managers in companies set out by the European Parliament and the European Commission.
This insight addresses the current situation and future leadership, where diversity will play a major role for sure.
How organisations can promote female hiring fast collab _ blog
Few weeks back we talked about Why top tech companies are at the bottom when it comes to female hiring.
Recommended
The Gender Diversity Scorecard
A review of the Gender Diversity Scorecard at The Leasing Foundation Third Annual Conference, September 10 2015.
Why Gender Diversity Matters at Work | Chronus
Making up 47% of the current workforce and growing, women are prime candidates for filling the leadership pipeline that will soon be left lighter by a departing generation of workers. And yet, the higher you look in companies, the fewer women you see, with C-level positions comprised of only 19% women.
Learn how greater gender diversity can improve your organization, and why mentoring is an ideal solution to enable women in the workplace.
Download the full Ebook: http://ow.ly/fGyK30fCsaB
Gender diversity
Question # 1: What differences between women and men are there?
Question # 2: What are some examples of low gender diversity?
Question # 3: What are some examples of high gender diversity?
Question # 4: How do we measure gender diversity?
The Business Case of Gender Diversity and the UN Women Empowerment Principles
Presentation held at the Business and Professional Women's International Congress in Helsinki, Finland, 18.06.2011.
Topic: The Business Case of Gender Diversity and the UN Women Empowerment Principles
Gender Diversity in the workplace
1) The document discusses how organizational culture may be a key factor holding back greater gender diversity in senior leadership, despite programs aimed at increasing diversity.
2) It presents research finding a link between having women in senior roles, a high-performance culture, and stronger financial performance. However, culture has been overlooked as a factor.
3) The research studied 50 leading organizations and found that those with the strongest cultures and financial performance also had the highest proportions of women in executive roles, indicating culture may enable greater diversity.
Globalization: What to Do Next?
The final installment of the Globalization: America’s Leadership Challenge Ahead article series will focus on several of the major action steps to help you improve your business performance and prepare for greater success in the rapidly changing global economy.
Gender diversity and Leadership
Promoting multidimensional teams has a positive impact on business outcomes. Female presence in company's executive bodies is essential to build business projects that are successful and long-term oriented.
During the meeting held by Woman's Week foundation and the Association of Directors of Communication in Spain (Dircom), Chief Communication Officer and companies, committed to equal opportunities and diversity, professionals discussed about CSR regarding gender diversity.
We are indeed living a shift of paradigm where companies are more sensitive to the economic importance of their role as social actors and the strategic and integrated management of key intangible assets such as reputation, brand, communication or public issues. We are immersed in the so-called "reputation economy".
The main advantages of promoting diversity within the corporation are the greater capacity of attracting and retaining talent, improvement of leadership and innovation strategies and a closer approach to key stakeholders for the company. In fact, the main idea of the concept of diversity is to optimize human resources presented by heterogeneous groups, this is to say, diverse regarding the gender, age, race or nationality of their members.
We are making progress in integrating diverse teams in the organization, but we are still below the goal of 40 % female board managers in companies set out by the European Parliament and the European Commission.
This insight addresses the current situation and future leadership, where diversity will play a major role for sure.
How organisations can promote female hiring fast collab _ blog
Few weeks back we talked about Why top tech companies are at the bottom when it comes to female hiring.
Leadersnips by Business Strategy Review
Rarely has so much ink and research been dedicated to such an abstract and mercurial science. In this slideshow, we present a choice sample from the deluge.
IBR - Women in business
- Women's participation in education has greatly increased globally over recent decades, especially in developing economies, with females now enrolling in tertiary education at higher rates than males in many countries. However, this progress is not reflected in business graduate intakes or senior management roles.
- On average, just 21% of business graduate hires globally are women, and the proportion of women in senior management has stagnated at 24% despite greater numbers of educated women.
- There are significant variations between regions and industries, with women comprising over half of senior roles only in education and social services but far fewer in industries like technology. This suggests businesses may be missing out on talent that could boost their growth.
women in leadership, the family business advantage
This document summarizes a survey of 525 of the world's largest family businesses from 21 global markets. The key findings were:
1) Family businesses have higher rates of women in leadership positions than global averages, with an average of 22% of top management roles and over half having at least one woman on the board.
2) Family businesses emphasize long-term sustainability over short-term goals, which helps break down biases over time and allows more women to rise into leadership. Having more women in leadership is also correlated with higher growth targets.
3) An inclusive culture where the interests of family and employees are balanced creates an environment where women thrive. Activities like next-generation preparation, family business branding,
Women in the workplace 2016
Women face barriers to advancement and unequal treatment in the workplace according to a study of over 130 companies and 34,000 employees. Women are less likely to be promoted or hired externally, especially to senior roles. As a result, few women reach the senior-most levels. Women also receive less access to opportunities, senior leaders, developmental assignments, and feedback. They are more likely to be penalized for negotiating promotions. Fewer women than men aspire to top leadership roles, and women have less confidence in achieving those roles. Women of color face even greater challenges and are the most underrepresented group. Overall, the study finds women experience disadvantages and unequal treatment compared to men throughout their careers.
EY FB WomeninleadershipReport
This document summarizes a survey of 525 of the world's largest family businesses from 21 global markets. Some key findings from the survey include:
- Women make up on average 22% of the top management teams and 16% of board members of family businesses, which is higher than global averages.
- Family businesses have on average 5 women in C-suite positions and are grooming 4 women for top leadership roles.
- 41% of family businesses report growing female family member interest in joining the business in recent years.
- 70% of family businesses are considering a woman for their next CEO.
The document argues that family businesses' emphasis on long-term thinking, role models, and inclusive environments make them more
Webinar gender-equality_as_an_investment_opportunity (1)
This document summarizes a webinar on diversity and gender equity as an investment opportunity and the progress and impact of the Women's Empowerment Principles. The webinar featured presentations from UN representatives, consultants, and investors on the business case for empowering women, company examples that have embraced the Women's Empowerment Principles, and the perspective of investors on gender diversity as a smart investment strategy. Data was presented showing that companies with gender diversity in leadership and board positions outperform those without, and initiatives like the Women's Empowerment Principles provide a framework for companies to realize opportunities from empowering women.
Pepsi co case of study building gender balaned leadership team updated
PepsiCo's document discusses building gender balanced leadership teams. It outlines PepsiCo's commitment to diversity and inclusion, including achieving parity between women and men in management. It describes key initiatives like talent reviews, mentoring programs, and work-life balance policies. The document also discusses PepsiCo Turkey's journey to increase female representation in leadership, through actions like establishing a task force, conducting surveys, defining flexibility policies, and strong communication. PepsiCo Turkey has seen success, with around 33% female representation in leadership roles.
Gender diversity
This PPT describes what is gender diversity and what are the benefits of maintaining proper gender diversity in workplaces
Women in business: the path to leadership
The document analyzes data from Grant Thornton's annual research on the proportion of senior business leadership roles held by women globally. Some key findings:
- The proportion of senior roles held by women has increased only slightly over the past decade, from 19% to 22%, and the proportion of businesses with no female leaders has decreased from 38% to 32%.
- Eastern Europe leads in gender diversity, with 35% of senior roles held by women, while Japan remains at the bottom with only 8%.
- While some European countries have made progress through quotas, little change was seen in North America or the UK. Latin America has declined, with Brazil seeing a large drop.
- Asia-Pacific shows some
Academy Leadership
The document discusses how a lack of leadership is harming businesses and careers. It cites statistics showing that only 30% of businesses survive long-term and 10% see real growth, meaning 90% stagnate. Employees also report feeling unmotivated, disconnected, and like they are just collecting a paycheck. The document argues that developing leadership skills in executives is key to increasing productivity, profitability, and employee satisfaction while decreasing conflict. It advocates for leadership training to help managers become effective leaders.
What Lies Beneath
Talent Q provides online psychometric assessments, training, and assessment consulting to help organizations address talent management challenges throughout the employee lifecycle.
Gender diversity in organizations
This document discusses gender diversity in organizations. It provides several facts and statistics showing that while many organizations aim to increase the number of female employees at mid-levels, very few see increases at executive levels. Research shows gender diverse companies outperform those that are not, and diversity can significantly boost economic growth. However, barriers remain like lack of flexible work arrangements and support for women, especially in negotiating compensation and rising to leadership. The document examines benefits of diversity and key factors important to retaining women, such as leadership programs and mentoring, though organizations often fail to provide these.
Content Marketing Conference 2014 - Deloitte case study
1. The document discusses how to create a content-driven and customer-centric company culture through focusing on people.
2. It emphasizes that customers and employees value honest, open dialogue and that employees are more trusted sources of information than company executives or media.
3. The presentation outlines six keys to cultural change, including making employees proud, using data to educate them, creating role models, focusing on strengths, and using familiar channels of communication.
Mind the gap - Women in leadership
This document discusses the lack of women in leadership positions and provides statistics showing low percentages of women in executive management and line management roles in large companies and tech companies. It then outlines some of the factors that contribute to the lack of women in leadership, including women's motivation and confidence issues, as well as organizational, societal, and male-related factors. The document proposes actions that can be taken at the organizational, male, and female individual levels to help address this issue and promote more women into leadership roles.
100x25 CEO & Gender Media Audit Infographic
The goal of the CEO & Gender Media Audit was to understand the media coverage of CEOs in various situations and determine if there are differences in the way male and female CEOs are covered.
Executive summary - TenGift
TenGift is a mobile app that aims to simplify the process of organizing group gifts for colleagues' events like birthdays. Currently, organizing these gifts is repetitive and inefficient as one person has to go around collecting money and coordinating everyone. TenGift allows users to easily organize a group, collect funds digitally, select a gift, and send it, reducing the hassle. The company sees opportunity in facilitating this common practice, as over 50% of employees participate in medium to large workplaces where group gifting is usual. By providing a seamless digital solution, TenGift hopes to improve the experience for organizers, participants, celebrants, and companies.
Infographic: Women CEOs of the last 10 years
This infographic draws on Strategy&’s unique database about outgoing and incoming CEOs. We highlight two key differences in the career tracks of women and men CEOs at the world’s largest public companies between 2004 and 2013. The graphic also shows where women CEOs have been most and least prevalent in terms of geography and industry — and predicts how the share of women CEOs will grow. Learn more: http://www.strategyand.pwc.com/global/home/what-we-think/chief-executive-study
Changing world
This document discusses the need for organizations to change in response to a changing world. It notes that most change programs fail due to a lack of leadership support and staff resistance to change. Successful change requires understanding what drives behavior, including visible and invisible factors like needs, thinking, values, skills and aligned systems. Leaders must role model desired changes and give staff a compelling reason or "WIIFM" to change their behavior.
The ROI of Inclusion
This document outlines the business case for inclusionary leadership and engaging men as allies in gender diversity efforts. It discusses how a lack of gender diversity, especially in leadership, negatively impacts businesses. Research shows companies with gender-diverse leadership earn higher profits and revenues. The document advocates for making gender partnership a priority and provides solutions like workshops and training programs to educate men and help them become allies. It presents a roadmap for organizations to establish an inclusive culture through leadership commitment, communication, and ensuring sustainability over multiple years.
Women Empowerment-Facilitating Indian Women for Leadership through share lear...
Project Title: Developing Share Learning Strategy for Women Empowerment: A multidimensional study
Research background
Women empowerment is a buzz-word that has been flying around in the recent years. One of the most important domains to achieve women empowerment is by facilitating women for leadership.
However, it is impossible to empower women, without them first realizing that that the power to empower themselves lies in them. The only pathway to therefore achieve this empowerment is to facilitate self discovery through education and share learning process.
This in addition to facilitating an enabling environment for women to thrive will speed up the process of developing leaders among Indian women.
The research project is to work out a share learning strategies for facilitating women empowerment in India and global.
Women's vs men's leadership abilities
Women's vs men's leadership abilities. While both women and men can be good leaders, they may take different approaches. Women tend to experience more pressure when leading male-dominated groups. Studies have shown that women are thought to be more caring, tolerant, and inclined toward collaboration and empowerment, while men are seen as more aggressive and assertive. However, there are also differences in leading male and female subordinates - men generally prefer a more direct approach while women take a softer, team-oriented one. Overall, both women and men have strengths and weaknesses as leaders.
Traditional Leaders: Champions of Gender Equality
The document discusses the important role that traditional leaders in Southern Africa can play in promoting gender equality and reducing the spread of HIV/AIDS. It provides examples of how some traditional leaders have already championed women's rights and encouraged behaviors like HIV testing and male circumcision that reduce infection rates. The document argues that with training and support, more traditional leaders can address harmful practices, influence policies, and mobilize local resources to create an environment where communities can better prevent HIV and support those living with it.
More Related Content
What's hot
Leadersnips by Business Strategy Review
Rarely has so much ink and research been dedicated to such an abstract and mercurial science. In this slideshow, we present a choice sample from the deluge.
IBR - Women in business
- Women's participation in education has greatly increased globally over recent decades, especially in developing economies, with females now enrolling in tertiary education at higher rates than males in many countries. However, this progress is not reflected in business graduate intakes or senior management roles.
- On average, just 21% of business graduate hires globally are women, and the proportion of women in senior management has stagnated at 24% despite greater numbers of educated women.
- There are significant variations between regions and industries, with women comprising over half of senior roles only in education and social services but far fewer in industries like technology. This suggests businesses may be missing out on talent that could boost their growth.
women in leadership, the family business advantage
This document summarizes a survey of 525 of the world's largest family businesses from 21 global markets. The key findings were:
1) Family businesses have higher rates of women in leadership positions than global averages, with an average of 22% of top management roles and over half having at least one woman on the board.
2) Family businesses emphasize long-term sustainability over short-term goals, which helps break down biases over time and allows more women to rise into leadership. Having more women in leadership is also correlated with higher growth targets.
3) An inclusive culture where the interests of family and employees are balanced creates an environment where women thrive. Activities like next-generation preparation, family business branding,
Women in the workplace 2016
Women face barriers to advancement and unequal treatment in the workplace according to a study of over 130 companies and 34,000 employees. Women are less likely to be promoted or hired externally, especially to senior roles. As a result, few women reach the senior-most levels. Women also receive less access to opportunities, senior leaders, developmental assignments, and feedback. They are more likely to be penalized for negotiating promotions. Fewer women than men aspire to top leadership roles, and women have less confidence in achieving those roles. Women of color face even greater challenges and are the most underrepresented group. Overall, the study finds women experience disadvantages and unequal treatment compared to men throughout their careers.
EY FB WomeninleadershipReport
This document summarizes a survey of 525 of the world's largest family businesses from 21 global markets. Some key findings from the survey include:
- Women make up on average 22% of the top management teams and 16% of board members of family businesses, which is higher than global averages.
- Family businesses have on average 5 women in C-suite positions and are grooming 4 women for top leadership roles.
- 41% of family businesses report growing female family member interest in joining the business in recent years.
- 70% of family businesses are considering a woman for their next CEO.
The document argues that family businesses' emphasis on long-term thinking, role models, and inclusive environments make them more
Webinar gender-equality_as_an_investment_opportunity (1)
This document summarizes a webinar on diversity and gender equity as an investment opportunity and the progress and impact of the Women's Empowerment Principles. The webinar featured presentations from UN representatives, consultants, and investors on the business case for empowering women, company examples that have embraced the Women's Empowerment Principles, and the perspective of investors on gender diversity as a smart investment strategy. Data was presented showing that companies with gender diversity in leadership and board positions outperform those without, and initiatives like the Women's Empowerment Principles provide a framework for companies to realize opportunities from empowering women.
Pepsi co case of study building gender balaned leadership team updated
PepsiCo's document discusses building gender balanced leadership teams. It outlines PepsiCo's commitment to diversity and inclusion, including achieving parity between women and men in management. It describes key initiatives like talent reviews, mentoring programs, and work-life balance policies. The document also discusses PepsiCo Turkey's journey to increase female representation in leadership, through actions like establishing a task force, conducting surveys, defining flexibility policies, and strong communication. PepsiCo Turkey has seen success, with around 33% female representation in leadership roles.
Gender diversity
This PPT describes what is gender diversity and what are the benefits of maintaining proper gender diversity in workplaces
Women in business: the path to leadership
The document analyzes data from Grant Thornton's annual research on the proportion of senior business leadership roles held by women globally. Some key findings:
- The proportion of senior roles held by women has increased only slightly over the past decade, from 19% to 22%, and the proportion of businesses with no female leaders has decreased from 38% to 32%.
- Eastern Europe leads in gender diversity, with 35% of senior roles held by women, while Japan remains at the bottom with only 8%.
- While some European countries have made progress through quotas, little change was seen in North America or the UK. Latin America has declined, with Brazil seeing a large drop.
- Asia-Pacific shows some
Academy Leadership
The document discusses how a lack of leadership is harming businesses and careers. It cites statistics showing that only 30% of businesses survive long-term and 10% see real growth, meaning 90% stagnate. Employees also report feeling unmotivated, disconnected, and like they are just collecting a paycheck. The document argues that developing leadership skills in executives is key to increasing productivity, profitability, and employee satisfaction while decreasing conflict. It advocates for leadership training to help managers become effective leaders.
What Lies Beneath
Talent Q provides online psychometric assessments, training, and assessment consulting to help organizations address talent management challenges throughout the employee lifecycle.
Gender diversity in organizations
This document discusses gender diversity in organizations. It provides several facts and statistics showing that while many organizations aim to increase the number of female employees at mid-levels, very few see increases at executive levels. Research shows gender diverse companies outperform those that are not, and diversity can significantly boost economic growth. However, barriers remain like lack of flexible work arrangements and support for women, especially in negotiating compensation and rising to leadership. The document examines benefits of diversity and key factors important to retaining women, such as leadership programs and mentoring, though organizations often fail to provide these.
Content Marketing Conference 2014 - Deloitte case study
1. The document discusses how to create a content-driven and customer-centric company culture through focusing on people.
2. It emphasizes that customers and employees value honest, open dialogue and that employees are more trusted sources of information than company executives or media.
3. The presentation outlines six keys to cultural change, including making employees proud, using data to educate them, creating role models, focusing on strengths, and using familiar channels of communication.
Mind the gap - Women in leadership
This document discusses the lack of women in leadership positions and provides statistics showing low percentages of women in executive management and line management roles in large companies and tech companies. It then outlines some of the factors that contribute to the lack of women in leadership, including women's motivation and confidence issues, as well as organizational, societal, and male-related factors. The document proposes actions that can be taken at the organizational, male, and female individual levels to help address this issue and promote more women into leadership roles.
100x25 CEO & Gender Media Audit Infographic
The goal of the CEO & Gender Media Audit was to understand the media coverage of CEOs in various situations and determine if there are differences in the way male and female CEOs are covered.
Executive summary - TenGift
TenGift is a mobile app that aims to simplify the process of organizing group gifts for colleagues' events like birthdays. Currently, organizing these gifts is repetitive and inefficient as one person has to go around collecting money and coordinating everyone. TenGift allows users to easily organize a group, collect funds digitally, select a gift, and send it, reducing the hassle. The company sees opportunity in facilitating this common practice, as over 50% of employees participate in medium to large workplaces where group gifting is usual. By providing a seamless digital solution, TenGift hopes to improve the experience for organizers, participants, celebrants, and companies.
Infographic: Women CEOs of the last 10 years
This infographic draws on Strategy&’s unique database about outgoing and incoming CEOs. We highlight two key differences in the career tracks of women and men CEOs at the world’s largest public companies between 2004 and 2013. The graphic also shows where women CEOs have been most and least prevalent in terms of geography and industry — and predicts how the share of women CEOs will grow. Learn more: http://www.strategyand.pwc.com/global/home/what-we-think/chief-executive-study
Changing world
This document discusses the need for organizations to change in response to a changing world. It notes that most change programs fail due to a lack of leadership support and staff resistance to change. Successful change requires understanding what drives behavior, including visible and invisible factors like needs, thinking, values, skills and aligned systems. Leaders must role model desired changes and give staff a compelling reason or "WIIFM" to change their behavior.
The ROI of Inclusion
This document outlines the business case for inclusionary leadership and engaging men as allies in gender diversity efforts. It discusses how a lack of gender diversity, especially in leadership, negatively impacts businesses. Research shows companies with gender-diverse leadership earn higher profits and revenues. The document advocates for making gender partnership a priority and provides solutions like workshops and training programs to educate men and help them become allies. It presents a roadmap for organizations to establish an inclusive culture through leadership commitment, communication, and ensuring sustainability over multiple years.
Women Empowerment-Facilitating Indian Women for Leadership through share lear...
Project Title: Developing Share Learning Strategy for Women Empowerment: A multidimensional study
Research background
Women empowerment is a buzz-word that has been flying around in the recent years. One of the most important domains to achieve women empowerment is by facilitating women for leadership.
However, it is impossible to empower women, without them first realizing that that the power to empower themselves lies in them. The only pathway to therefore achieve this empowerment is to facilitate self discovery through education and share learning process.
This in addition to facilitating an enabling environment for women to thrive will speed up the process of developing leaders among Indian women.
The research project is to work out a share learning strategies for facilitating women empowerment in India and global.
What's hot (20)
women in leadership, the family business advantage
women in leadership, the family business advantage
Webinar gender-equality_as_an_investment_opportunity (1)
Webinar gender-equality_as_an_investment_opportunity (1)
Pepsi co case of study building gender balaned leadership team updated
Pepsi co case of study building gender balaned leadership team updated
Content Marketing Conference 2014 - Deloitte case study
Content Marketing Conference 2014 - Deloitte case study
Women Empowerment-Facilitating Indian Women for Leadership through share lear...
Women Empowerment-Facilitating Indian Women for Leadership through share lear...
Viewers also liked
Women's vs men's leadership abilities
Women's vs men's leadership abilities. While both women and men can be good leaders, they may take different approaches. Women tend to experience more pressure when leading male-dominated groups. Studies have shown that women are thought to be more caring, tolerant, and inclined toward collaboration and empowerment, while men are seen as more aggressive and assertive. However, there are also differences in leading male and female subordinates - men generally prefer a more direct approach while women take a softer, team-oriented one. Overall, both women and men have strengths and weaknesses as leaders.
Traditional Leaders: Champions of Gender Equality
The document discusses the important role that traditional leaders in Southern Africa can play in promoting gender equality and reducing the spread of HIV/AIDS. It provides examples of how some traditional leaders have already championed women's rights and encouraged behaviors like HIV testing and male circumcision that reduce infection rates. The document argues that with training and support, more traditional leaders can address harmful practices, influence policies, and mobilize local resources to create an environment where communities can better prevent HIV and support those living with it.
New Success Formulas for Women in Leadership
Should 'Women in Leadership' be concerned about their careers? You bet!
Leadership roles, technology shifts, and gender income inequality are all coming down on us like a ton of bricks. It's up to us to restructure our careers and earning opportunities. Connect with us to build - or rebuild - the life that you deserve.
The data speaks for itself so don't fall asleep at the wheel!
It's not a friday quiz ANSWERS
The document appears to be a quiz with 16 multiple choice or short answer questions about various topics including art, history, literature, and pop culture. The questions cover subjects like famous painters, Greek mythology, movie titles, scientific inventors, and more. There is no scoring key provided, just the questions for the participant to answer and submit via email.
3. [27 52]leadership style and emotional intelligence --a gender comparison
The International Institute for Science, Technology and Education (IISTE) , International Journals Call for papaers: http://www.iiste.org/Journals
Women’s vs. men’s leadership abilities
The document discusses research on gender differences in leadership abilities. Early research found men were more often in leadership positions and stereotyped as better leaders, while women were rarely seen in senior roles. However, as more women have entered the workforce and management over the past two decades, stereotypes have started to change. The research is still inconclusive, as some studies found small gender differences in leadership styles while others found gender does not affect leadership abilities. More recent research indicates people may perceive men and women leaders as more effective when they conform to traditional gender roles.
Disrupting Traditional Leadership: Flock Behavior in Communities
Leaders lead and followers follow, right? Not always. Researchers into bird behavior have identified that a few well-placed, co-ordinated "followers" can shift the direction of a flock of hundreds. What are the implications of that for businesses and online communities undergoing change. Can the followers lead?
Social Media in China
This document provides an overview of Chinese social media in 2011. It discusses the history and growth of social networks like RenRen and microblogs like Sina Weibo. By 2011, China had over 235 million social network users and 294 million blogs. RenRen was one of the largest social networks at the time with over 165 million users, while Sina Weibo was the dominant microblogging platform with over 140 million registered users. The document contrasts features of these Chinese platforms to Western sites like Facebook and Twitter and highlights their role in online expression in Chinese society.
Gender and leadership by Christopher Arcos
The document discusses gender differences in leadership effectiveness and the barriers that women face in achieving leadership positions. While men and women are equally effective leaders overall, women tend to be more effective in leadership roles that align with stereotypical feminine traits, like education and social services. However, women are underrepresented in top leadership positions due to factors like human capital differences related to domestic responsibilities, gender differences in self-promotion, and prejudice stemming from perceptions that leadership requires stereotypically masculine traits. The "glass ceiling" refers to the invisible barrier preventing women's advancement, and its persistence is related to a lack of recognition of women's business, strategic, and financial acumen.
Women’s vs. men’s leadership abilities
The document discusses research on gender differences in leadership abilities. Some studies have found small differences in leadership styles between men and women, with women more likely to adopt participative styles and men more directive styles. However, other research has found no significant differences in leadership behaviors or effectiveness between men and women. The findings are mixed and inconclusive, with some evidence of small differences attributed to gender roles but also studies showing similarities when controlling for other factors. More research is still needed to better understand potential differences.
Gender and Leadership
Compilation of ideas on the difference of sex and gender; its relationship and importance on leadership in the workplace.
Female Leadership Ppt
Female Leadership presentation for Leadership in Comm course summarizes Research Paper findings. Fall 2007. Powerpoint by Heidi Paruta. (Tonya Stansel contributed half the information for slides, and put together paper handed in)
Women in leadership
This document discusses women in leadership roles. It presents evidence that women possess characteristics well-suited for leadership, such as strong interpersonal skills, communication skills, and creativity. However, women remain underrepresented in top executive positions globally. Barriers facing women include gender bias, lack of networking opportunities, and difficulties balancing work and family obligations. While progress has been made in recent decades, more efforts are still needed to support women seeking leadership roles and fully utilize their talents.
Viewers also liked (13)
3. [27 52]leadership style and emotional intelligence --a gender comparison
3. [27 52]leadership style and emotional intelligence --a gender comparison
Disrupting Traditional Leadership: Flock Behavior in Communities
Disrupting Traditional Leadership: Flock Behavior in Communities
Similar to Gender Diversity - It's a Leadership Thing
Women in Leadership Research Paper 2015
This document discusses women in leadership and what established businesses can learn from women-owned businesses. It finds that women are increasingly leaving corporate jobs to start their own businesses. Women-owned businesses are succeeding and account for significant economic output. However, established businesses are still failing to get more women into senior leadership roles, despite evidence that mixed gender leadership benefits business performance. Through interviews with over 35 senior women, the document identifies some key lessons for established businesses. These include the need to change organizational culture and structures to be more flexible, collaborative and accommodating of women's leadership styles and lives outside of work in order to retain female talent.
Why-Women-Are-Your-future-Cpl-Future-of-Work-Institute
Having a gender diverse workplace benefits businesses in several ways:
1) It helps address skills shortages as women now make up a large portion of the college-educated workforce.
2) Diverse organizations will be better able to attract and engage millennial employees, who value diversity and flexible work environments.
3) Gender diversity at leadership levels allows companies to better understand different customer demographics and make better decisions.
CPL Why women are your future
Having a gender diverse workplace benefits businesses in several ways:
1) It helps address skills shortages as women now make up a large portion of the college-educated workforce.
2) Diverse organizations will be better able to attract and engage millennial employees, who value diversity and flexible work environments.
3) Gender diversity at leadership levels allows companies to better understand different customer demographics and make better decisions.
The Balancing Act - a study of how to balance the talent pipeline in business...
A report analysing the views of over 600 board directors on how organisations can better support female progression.Losing female talent has significant consequences for businesses, diverse groups are stronger and think more creatively, which makes them more competitive.
Produced by the Inspire Network, founded by the Harvey Nash Group in 2008 to connect senior business women and support their career advancement.
For more information
Website: www.harveynash.com/inspire/
Women Leaders Bring Profit
Companies with higher levels of female leadership and gender diversity on their boards experience greater financial returns and profitability. Studies show companies with 30% or more women in leadership roles have profit margins 6% higher on average than companies with less female leadership. Teams with more women also tend to have higher collective intelligence as measured by performance on tasks. However, women remain underrepresented at senior levels in companies and face barriers to advancement. Closing the gender gap in leadership requires addressing unconscious biases, improving hiring and promotion practices, and developing women's careers through mentorship and access to critical experiences.
Linkedin diversity-inclusion-report: Moving the Needle for Women Leaders
How organisations can inform and impact Diversity, Inclusion and Belonging for Women in the workplace.
Top 20 businesswoman leading the charge of successful business in 2021 compre...
Women have their own ways of leading the team, they tend to be more responsible and always lead with empathy. Soon, in the industry, all the versatile roles will be represented by women.So, it becomes necessary to be ready and keep the desire to lead all the sectors of the industry.Women in business are always ready for opportunities and challenges coming their way. They are aware that their role in society and the business is for a higher purpose. With their leadership and experience, they can guide other women and the team to build their careers.
Goal Summit 2016: The New Organization – Different by Design
Today's digital world has radically changed the way we work. In this research-based presentation at Goal Summit 2016, the Principal and Founder of Bersin by Deloitte, Josh Bersin, reveals the latest research on what makes "the new organization" thrive. Based on research among 7,000 organizations in 130 countries, he highlights why the new organization is a "network of teams" and how culture, leadership, transparency and new models of management are critical to business success.
NCWIT Scorecard 2010 Women in Technology Workforce
Women are well-represented in some science professions but less so in computing fields. Many women leave computing careers at the mid-level point, around 10-20 years of experience, so they do not reach higher levels or leadership roles. Mentoring programs and addressing unconscious biases can help attract and retain more women in computing careers.
Transformational Leadership for Digitali
transformational leadership for the digital age and business growth
USP-D White Paper Women in Management
- Management styles have evolved over the course of industrialization from focusing on physical work to prioritizing intellectual work and participative leadership.
- Studies show women tend to practice the transformational leadership style more which encourages employee performance, but male-dominated structures evaluate leadership in a masculine way.
- Companies with more women in top management perform better across nine organizational aspects and financially, according to a McKinsey study, but women remain underrepresented in management positions.
PwC The hidden talent May 2015 FINAL
The document discusses the challenges of being a transformational leader today. It notes that while business transformations are critical for survival, most fail due to a lack of leaders with the right skills. These leaders, called "Strategists", have skills in visioning, execution, and adapting to complex challenges. However, Strategists make up only 8% of leaders. The document outlines 10 ways for organizations to identify and retain their own Strategists to lead transformations from within.
Return of the Manager white paper
This document summarizes research showing that good managers have a significant positive impact on business performance. A study of over 6 million data points from various industries found that replacing a poor manager with a good one can increase team productivity by 12%. Other research cited found that the quality of managers accounted for up to 30% of the variation in revenue for new video games. Additional case studies showed that companies with transformational managers experienced higher profits, lower costs, and better employee outcomes. However, the document notes that management skills are often not properly rewarded, management is seen as an extra duty rather than the main role, competency expectations can be unrealistic, and management development happens late in careers rather than being a focus from the start.
Next generations CEOs Study 2016 - kienbaum
Kienbaum Consultants International introduces its 2016 updated study about the Executive Leadership Competency Models of the future: Next Generations CEOs.
Foreseeing what leaders will look like in the next decades
and the Leadership skills required at the top.
“New Leadership” profiles are and will increasingly be dictated by the Digital surge.
changingthegame2012
1) The document discusses strategies for harnessing female talent in organizations. It notes that traditional talent management systems are not advancing women into leadership positions.
2) It recommends that companies recognize women as a strategic resource and address unconscious biases that impact women's career trajectories. Senior leaders must become champions for advancing women.
3) Companies that overhaul their approaches to gender diversity and inclusion through clear leadership vision, modeling inclusive behaviors, and holding leaders accountable can realize increased profits by better utilizing their entire workforce.
Leadership & Management in the UK - the key to sustainable growth
This document summarizes the evidence for investing in leadership and management development in the UK. It finds that the UK is falling behind competitors in leadership and management capability, undermining productivity. Research shows ineffective management costs businesses over £19 billion per year and nearly three-quarters of organizations reported a deficit in these skills in 2012. However, best-practice management can increase organizational performance by 23% and effective management improves employee engagement. The document recommends employers take responsibility for regularly reviewing skills needs and addressing gaps. Improving these skills is key to business success and sustainable economic growth.
Inclusive talent challenges for women
Phaidon International continues the 2017 Inclusive Talent Series in March discussing the challenges faced by women group within STEM industries; Attraction, Retention and Advancement.
Europe's 10 Most Successful Businesswomen to Watch in 2023.pdf
France Dequilbec is the International Talent Acquisition Director and Managing Director at CEO Worldwide and Female Executive Search. She founded her own communications agency called Les 100 Ciel in Paris in 2008, which had over 200 clients and 65 employees with annual revenue exceeding 5 million euros. Dequilbec is dedicated to helping more women achieve leadership roles and breaking the taboo of women in senior positions. She was inspired from a young age by pioneering women who fought for equal rights. Through her own career experiences of finding no women in leadership, she is passionate about creating more equitable opportunities for women in business.
Best Workplaces For Women in 2022.pdf
This edition features a handful of Best Workplaces For Women in 2022 that are leading us into a better future
Read More: https://ciolook.com/best-workplaces-for-women-in-2022-december2022/
Executives
This document discusses the results of a survey conducted by the Economist Intelligence Unit and Development Dimensions International on global executive talent. The key findings are:
1) 55% of executives surveyed said their company's performance will likely suffer in the near future due to insufficient leadership talent.
2) Developing leaders with skills like motivating employees, working across cultures, and facilitating change are seen as critical for success over the next five years.
3) While companies recognize the importance of talent management, many still struggle with ensuring they have the right people in the right jobs and developing the global, cross-cultural leadership abilities required in today's business environment.
Similar to Gender Diversity - It's a Leadership Thing (20)
Why-Women-Are-Your-future-Cpl-Future-of-Work-Institute
Why-Women-Are-Your-future-Cpl-Future-of-Work-Institute
The Balancing Act - a study of how to balance the talent pipeline in business...
The Balancing Act - a study of how to balance the talent pipeline in business...
Linkedin diversity-inclusion-report: Moving the Needle for Women Leaders
Linkedin diversity-inclusion-report: Moving the Needle for Women Leaders
Top 20 businesswoman leading the charge of successful business in 2021 compre...
Top 20 businesswoman leading the charge of successful business in 2021 compre...
Goal Summit 2016: The New Organization – Different by Design
Goal Summit 2016: The New Organization – Different by Design
NCWIT Scorecard 2010 Women in Technology Workforce
NCWIT Scorecard 2010 Women in Technology Workforce
Leadership & Management in the UK - the key to sustainable growth
Leadership & Management in the UK - the key to sustainable growth
Europe's 10 Most Successful Businesswomen to Watch in 2023.pdf
Europe's 10 Most Successful Businesswomen to Watch in 2023.pdf
Recently uploaded
Leading Change_ Unveiling the Power of Transformational Leadership Style.pdf
In this comprehensive guide, we delve into the essence of transformational leadership style, its core principles, key characteristics, and its transformative impact on organizational culture and outcomes.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
一比一原版(QU毕业证)皇后大学毕业证如何办理
QU本科学位证成绩单【微信95270640】《皇后大学毕业证书原版制作QU成绩单》【Q微信95270640】《仿制QU毕业证成绩单皇后大学学位证书pdf电子图》，A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径，但认证只是个体行为，不是所有留学生都操作，所以没有办理认证的留学生的学历在国内也是查询不到的，他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单，就有了使用价值。
实体公司，专业可靠，办理加拿大毕业证|办美国成绩单|做德国文凭学历认证|办新西兰学位证，办澳洲文凭认证，办留信网认证（网上可查，实体公司，专业可靠）铸就十年品质！信誉！实体公司！
文凭办理流程：
1客户提供办理信息：姓名生日专业学位毕业时间等（如信息不确定可以咨询顾问：微信95270640我们有专业老师帮你查询）；
2开始安排制作毕业证成绩单电子图；
3毕业证成绩单电子版做好以后发送给您确认；
4毕业证成绩单电子版您确认信息无误之后安排制作成品；
5成品做好拍照或者视频给您确认；
6快递给客户（国内顺丰国外DHLUPS等快读邮寄）。
7完成交易删除客户资料
高精端提供以下服务：
一：皇后大学皇后大学毕业证文凭证书全套材料从防伪到印刷水印底纹到钢印烫金
二：真实使馆认证（留学人员回国证明）使馆存档
三：真实教育部认证教育部存档教育部留服网站可查
四：留信认证留学生信息网站可查
五：与学校颁发的相关证件1:1纸质尺寸制定（定期向各大院校毕业生购买最新版本毕,业证成绩单保证您拿到的是鲁昂大学内部最新版本毕业证成绩单微信95270640）
A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。娃拒绝父亲送说往车上一躺就等着下车决无丢失的道理有手机在身联系也方便再说他都岁了还有大半车的小伙伴相伴他不怕在父亲千叮咛万嘱咐中山娃依依不舍地爬上车朝窗外不住地挥手别了父亲别了父亲的城别了我的暑假生活我的城市生活望着窗外挥舞的大手还有那张微驼的背一向坚强的山娃禁不住泪如雨下当我坐下来想写这封信时“感恩两字在我脑海中回旋很幸运我有这样的机会能将埋在心底深深的感激之情得以表达从婴儿的“哇哇坠地到哺育听
All the Small Things - XP2024 Bolzano/Bozen
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Project Management Infographics . Power point projet
Project Management Infographics ces modèle power Point peut vous aider a traiter votre projet initiative pour le gestion de projet. Essayer dès maintenant savoir plus c'est quoi le diagramme gant et perte, la durée de vie d'un projet , ainsi que les intervenants d'un projet et le cycle de projet . Alors la question c'est comment gérer son projet efficacement ? Le meilleur planning et l'intelligence sont les fondamentaux de projet
innovation in nursing practice, education and management.pptx
MSc nursing 2 nd year Government college of nursing Rajnandgaon Chhattisgarh
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Recently uploaded (12)
Leading Change_ Unveiling the Power of Transformational Leadership Style.pdf
Leading Change_ Unveiling the Power of Transformational Leadership Style.pdf
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Project Management Infographics . Power point projet
Project Management Infographics . Power point projet
innovation in nursing practice, education and management.pptx
innovation in nursing practice, education and management.pptx
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Gender Diversity - It's a Leadership Thing
- 1. 90% of women left because of work based problems 22% Middle management CEO 2% Women are still increasingly under-represented as they move higher up the career ladder. Looking at the averages at 130 of the largest European companies reveals⁴ 1. www.parityprofessionals.co.uk/gender-diversity-its-a-leadership-thing.pdf / 2. www.ddiworld.com/DDIWorld/media/trend-research/fivetrendsinleveragingleadershipdevelopment_tr_bersin.pdf?ext=.pdf 3. opportunitynow.bitc.org.uk/WomenWorkFactsheet / 4. calstrs.com/sites/main/files/file-attachments/women_matter_2012_making_the_breakthrough.pdf 5. www.cipd.co.uk/binaries/recruitment_retention_turnover_annual_survey_2009.pdf 6. www.gov.uk/government/uploads/system/uploads/attachment_data/file/32327/12-923-leadership-management-key-to-sustainable-growth-evidence.pdf 90% 20% 25% Current % of women in Senior Management positions Government aim for women in Senior Management positions by 2015 Pressure is high for British Business to lead the way in creating “Balanced Boardrooms”¹ A better culture is the key to retention High staff turnover has a negative effect on organisation performance, a study of 54 female high achievers showed:⁶ Executive committee 9% VP / senior management positions 14% Different sectors have leaks and blockages in their pipeline Average percentage of women in senior management or vice president level in Europe⁴ Consumer Goods Media, Technology & Telecomms Transport, Logistics & Tourism Energy & Basic Materials Financial Services 17% £23 billion a year...The Women And Work Commission found that unleashing women’s full potential could be worth £23 billion a year to the Exchequer. To put this into context, this year’s central government budget for Education is £28.6 billion³ 13% 18% 15% 15% Government Aims Recruitment is costly It take an average 17 weeks to fill a senior manager/ director level vacancy and the average recruitment cost of filling a senior managers/ directors vacancy per employee is up to £10,000⁵ 17 weeks £10,000 A research study by Deloitte found that nearly 6 in 10 global leaders consider a lack of leadership to be a major cause of their company’s inability to deal with business change.² Gender Diversity It’s a Leadership Thing Whether you are looking to: • Kick-start your organisational Gender Diversity Journey • Repair your Female Talent Pipeline • Accelerate your top Female Talent into the Boardroom • Embark upon a Gender Balance Cultural Change Initiative • Or, communicate the Gender Diversity Business Case to the Leadership Team We are the people that can help. We have the experience and passion to make a real difference. Call us now to arrange a complimentary Discovery Session – and let’s get the conversation started. Contact the Parity Professionals Team on: 0208 171 1592 | develop@parity.net www.parityprofessionals.co.uk/Elevate-Women-in-Management There is pressure in the market, and expectation from the government, that British Business – specifically the FTSE100 – will lead the way in creating “Balanced Boardrooms”¹ Organisations that have a balanced workforce yield¹ 42% 66% 53%