African Women Leaders and the Advancement of Peacebuilding in International Law

Orientation: This study contributes to an in-depth understanding of emotional intelligence (EI) in women leaders in Higher Education Institutions (HEIs) in South Africa from an inside perspective.Research purpose: The purpose of this study is to explore EI in South African women leaders working in HEIs to identify women leader’s strengths, foci and their possible areas of development. The aim is to get deeper insights in EI in women leaders because EI is associated with effective leadership qualities, creativity and innovation, as well as empathetic communication which is needed in the challenging HEI workplaces.Motivation for the study: Emotional intelligence is an important source for women leaders to increase leadership qualities. This study is motivated by a deep interest to explore aspects of EI in women leaders in this specific professional context.Research design, approach and method: The study uses a qualitative research design and an approach based on Dilthey’s modern hermeneutics of ‘Verstehen’ (understanding). Twenty-three women leaders of the Higher Education Research Service (HERS-SA) network were interviewed through semi-structured interviews. One researcher observed behaviour in one HEI to support the interpretation of the data. Data were analysed through content analysis.Main findings: Findings show that women leaders mainly refer to intrapersonal emotional quotient (EQ), followed by interpersonal EQ, adaptability, stress management and, finally, general mood. The most highly rated components of EQ are self-regard, followed by interpersonal relationships, problem solving, empathy, emotional self-awareness, assertiveness, impulse control and social responsibility. Findings also provide ideas on what EQ components can be further developed.Practical/managerial implications: New insights are provided on what components of EI should be developed in women leaders to increase overall EI, on cognitive and behavioural levels.Contribution/value-add: This research provides new and original context-specific insights on EI in HEIs in South Africa, which can be used as a basis for future research on women leaders while providing a knowledge base for contemporary training of EI in HEIs.

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South African women leaders, transformation and diversity conflict intersections

Journal of Organizational Change Management ◽

10.1108/jocm-10-2016-0196 ◽

2018 ◽

Vol 31 (4) ◽

pp. 877-894 ◽

Cited By ~ 1

Author(s):

Claude-Hélène Mayer ◽

Sabie Surtee ◽

Jasmin Mahadevan

Keyword(s):

South Africa ◽

Women Leaders ◽

South African ◽

African Women ◽

Structural Level ◽

Content Type ◽

Constructivist Perspective ◽

Race Ethnicity ◽

South African Women ◽

Practical Implications

Purpose The purpose of this paper is to investigate diversity conflict intersections and how the meanings of diversity markers such as gender and race might be transformed. It highlights the resources of South African women leaders in higher education institutions for doing so. Design/methodology/approach This study proceeds from a social constructivist perspective, seeking to uncover narrated conflict experiences via a hermeneutical approach. Findings Women leaders in South Africa experience diversity conflict across multiple intersecting diversity markers, such as gender, race, ethnicity and class. They are united by inner resources which, if utilized, might bring about transformation. Research limitations/implications Intersectional approach to diversity conflict is a viable means for uncovering positive resources for transformation across intersecting diversity markers. Practical implications Practitioners wishing to overcome diversity conflict should identify positive resources across intersecting diversity markers. This way, organizations and individuals might bring about transformation. Social implications In societal environment wherein one diversity marker is institutionalized on a structural level, such as race in South Africa, diversity conflict might be enlarged beyond its actual scope, thereby becoming insurmountable. This needs to be prevented. Originality/value This paper studies diversity conflict intersections in a highly diverse societal environment in organizations facing transformational challenges and from the perspective of women leaders.

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Insight Into the Organizational Culture and Challenges Faced by Women STEM Leaders in Africa

10.20944/preprints202102.0394.v1 ◽

2021 ◽

Author(s):

Olubukola Oluranti Babalola ◽

Yvonne du Plessis ◽

Sunday Samson Babalola

Keyword(s):

Organizational Culture ◽

Women Leaders ◽

Women's Leadership ◽

Women In Leadership ◽

African Women ◽

Leadership Positions ◽

African Countries ◽

Managerial Implications ◽

And Mathematics ◽

Purposive Sample

Compared to their men counterparts, women do not rapidly climb up the leadership ladder due to a glass ceiling obstacle. This study aims to explore the inhibiting factors demotivating Africa women's leadership pursuit in Science, Technology, Engineering, and Mathematics (STEM). A qualitative approach was adopted using online open-ended questions to seek narratives from African women leaders on their roles and experiences of a STEM career. Data were collected using a non-probability, purposive sample of African women leaders in STEM in African research institutes and universities. Forty-two women in leadership positions in 12 African countries participated in the study, which was content analyzed, seeking patterns and themes to explore the narratives. A common thread exists in the tone and life experiences of the African women leaders in STEM. Scholarship, supportive organizational structure, commitment, hard work, and tenacity were all experienced as enablers of the career path process and their attained positions. The education level contributed to a strong leadership position. Women experience less acceptance than males in STEM leadership as the organizational culture still devalues women in leadership positions in several African countries. The study's contribution, the limitations, recommendations, and managerial implications are discussed, with suggestions for further research are made.

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Emotional intelligence in South African women leaders in higher education

SA Journal of Industrial Psychology ◽

10.4102/sajip.v43.1405 ◽

2017 ◽

Vol 43 ◽

Author(s):

Claude-Hélène Mayer ◽

Rudolf M. Oosthuizen ◽

Sabie Surtee

Keyword(s):

Higher Education ◽

Emotional Intelligence ◽

Women Leaders ◽

South African ◽

African Women ◽

South African Women

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Insight into the Organizational Culture and Challenges Faced by Women STEM Leaders in Africa

Social Sciences ◽

10.3390/socsci10030105 ◽

2021 ◽

Vol 10 (3) ◽

pp. 105

Author(s):

Olubukola Oluranti Babalola ◽

Yvonne du Plessis ◽

Sunday Samson Babalola

Keyword(s):

Organizational Culture ◽

Women Leaders ◽

Women's Leadership ◽

Women In Leadership ◽

African Women ◽

Leadership Positions ◽

African Countries ◽

Managerial Implications ◽

And Mathematics ◽

Purposive Sample

Compared to their men counterparts, women do not rapidly climb up the leadership ladder due to a glass ceiling obstacle. This study aims to explore the inhibiting factors demotivating Africa women’s leadership pursuit in Science, Technology, Engineering, and Mathematics (STEM). A qualitative approach was adopted using online open-ended questions to seek narratives from African women leaders on their roles and experiences of a STEM career. Data were collected using a non-probability, purposive sample of African women leaders in STEM in African research institutes and universities. Forty-two women in leadership positions in 12 African countries participated in the study, which was content analyzed, seeking patterns and themes to explore the narratives. A common thread exists in the tone and life experiences of the African women leaders in STEM. Scholarship, supportive organizational structure, commitment, hard work, and tenacity were all experienced as enablers of the career path process and their attained positions. The education level contributed to a strong leadership position. Women experience less acceptance than males in STEM leadership as the organizational culture still devalues women in leadership positions in several African countries. The study’s contribution, limitations, recommendations, and managerial implications are discussed, with suggestions for further research are made.

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