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Women into leadership
1.
2. • The employment situation has not evolved
significantly since 2001
The ILO’s Global Employment Trends (2003)
•Women continue to have lower labour market
participation rates
•Higher unemployment rates can be seen
•Significant pay differences to men than women
•Women represent over 40 percent of the global
labour force, so why is their share in professional
jobs still so low?
- Sourced from International Labour Force (2004)
3. Structural Obstacle – lack of access to informal
networks and lack of female role models
Lifestyle issues – motherhood may hinder ability to
work „around-the-clock‟
Imbedded institutional mindsets – managers
believe that women can not execute the job
properly
Imbedded individual mindsets - women‟s desire to
become more powerful in the workplace fades
with time
- Sourced from Barsh, J. (2011)
4.
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Role Models
Jacqueline Novogratz, CEO of Acumen Fund McKinsey Quarterly (2009), worked with women in
Rwanda to start the first microfinance firm in the
country
Evidence of Path Goal Theory.
To Aid Economic Growth
According to Novogratz, if there are more women
in leadership, the effect would lead to a healthier
society with a stable economy (McKinsey
Quarterly, 2009).
Evidence of Trait Theory
5.
Action 1. Identify Current situation: Measure, Analyse,
Monitor (Chief Executive Women, 2009)
Action 2. Commitment from Top Management (Nesbit and
Seeger 2007; Chesterman, Ross, Smith, and Peters 2004)
Action 3. Diversity and equity (Chief Executive Women 2009;
Sealy, Vinnicombe, and Singh 2008).
Action 4. Exempt masculine culture: Organisational Culture
Affects Women‟s Leadership
Action 5. Government promote women in decision-making
(Linnainmaa, 2010)
6.
Access trust between managers and women
employees
Encourage women to “seat at the table” (TED, 2010)
Empowerment development
Develop open communication among them
Incremental gains
(Giscombe, 2011)
Notas del editor
3
CEW Chief Executive Women : suggested that organizational culture is the main driver of female leaving. Early leavers because their male peers have higher salary and opportunities but they don’t have. Mid-career leavers may leave for family demand but critized by saying lack of commitment and flexibility but actually the underlying organizational culture reason.