WOMEN LEADERSHIP

Women continue to aspire for leadership positions in all spheres of governance in both the public and private sector. However, great strides have been made in the political realm, and women’s participation in both the freedom struggles and democratic processes of many countries have been notable. However, this participation has not always translated into equal representation in political leadership positions. For example, once elections are conducted, and positions are assigned, one realises that women are no longer visible.

There are many challenges women still face in taking leadership positions, including the barriers related to culture and cultural expectations; the choice and/or balance between work and family; and the stress that accompanies positions of leadership as experienced differently by men and women. However, there is no doubt that there are success stories. Of interest are the efforts women have made to rise above such circumstances and fight for recognition, despite the risks of being “labelled” and of breaking family ties.

Historically, leadership has carried the notion of masculinity and the belief that men make better leaders than women is still common today. Although the number of female leaders has increased, they are often named as an afterthought.

There was a time that it was believed that leaders were born with certain leadership traits. However, current thinking on leadership assumes that leadership can be taught and learned, hence the many leadership-training programs.

Here are a few of the traits commonly associated with leadership as effective communication skills, task completion, responsibility, problem solving, originality, decision making, action taking, vision, self-awareness, confidence, experience and power. While it is possible to develop these traits in any individual, regardless of gender, in male dominated societies male leadership and leadership styles predominate and are regarded as the more acceptable forms of leadership.

There seems to be enough evidence to suggest that women lead differently from men. For instance, women portray a more participatory approach, are more democratic, allow for power and information sharing, are more sensitive, more nurturing than men, focus on relationships and enable others to make contributions through delegation

Sadly, in a situation where accepting women as leaders is problematic, it is possible to overlook their positive leadership traits and view them as weaknesses. Infact, stereotypes of how women lead have made it difficult for women to access or even stay in leadership positions. Women who display more relational styles of leading are likely to be marginalised within their organisations and viewed as ‘outsiders’. Even more disconcerting is the fact that women who seem to ‘make it’ as leaders often end up conforming to the strong male culture in the workplace and adopt male leadership styles. As indicated since female leaders see gender as a hindrance, they are compelled to lead the way men do as it is considered the norm. In their view, utilising men’s methods of leadership is not only the easiest way for a woman to be hired for any position of leadership but is the most successful method of attracting promotion and recognition.

Barriers To Women In Leadership

Various factors are at work in limiting women’s potential to aspire to positions of leadership; the bottom of the constraints that women face is the patriarchal system where decision making powers are in the hands of males. Traditional beliefs and cultural attitudes regarding the role and status of women in society are still prevalent and many women are part of this system finding it difficult to dislocate from this culture and tradition lest they be ostracised. Despite women’s education and entry into the job market, the woman’s role is typically one of homemaker. The man, on the other hand, is bread winner, head of household and has a right to public life

Some women were able to transcend cultural barriers and rise to positions of leadership (whether in politics or elsewhere), but often, it meant having to juggle cultural expectations with their leadership roles.

It has been argued that women themselves are often reluctant to run for public positions and this is partly attributed to cultural prohibitions on women speaking in public or going to public places. Political campaigning requires that one travel extensively, spend nights away from home, go into bars, and for women it means meeting men.

The socialisation of the girl child in many societies is also to blame for perceived inabilities on the part of women.

In other public arenas, women’s access to leadership positions has been hindered by discrimination and stereotyping. Women are persecuted for seeking an executive position. This is largely due to society’s attitude toward appropriate male and female roles. In their discussion on barriers women face in leadership positions,

Professional women in managerial positions face many challenges and there is no exception. It is also noted that the socialisation of women at the workplace occurs within a system of power and inequality and that such systems tend to reproduce various forms of inequality.

In many institutions women’s attainment of leadership positions has been facilitated by the implementation of employment equity policies and affirmative action. However, because of this there is the perception that one was “let in,” and even the most capable women are viewed with suspicion. Leadership for women is not an easy task, and, as observed moving up and staying at the top is not necessarily filled with joy.