scholarly journals A QUALITATIVE STUDY OF PAKISTANI WORKING WOMEN’S ADVANCEMENT TOWARDS UPPER LEVEL MANAGERIAL POSITIONS

2020 ◽  
Vol 2 (1) ◽  
pp. 31-40
Author(s):  
Muhammad Tahir
Keyword(s):  
Working Women ◽  
Cultural Barriers ◽  
Main Mode ◽  
Literacy Rate ◽  
Female Managers ◽  
Banking Education ◽  
Upper Level ◽  
Managerial Positions ◽  
Telecom Sector ◽  
Managerial Level

Women’s presence at top managerial positions is less than men across the world and Pakistan is also no exception. Pakistan is a conservative and male dominated society where working women face a lot of obstacles while making advancement in their careers. However, due to the increase in literacy rate and greater efforts from government, civil societies, and media, working women and women at managerial positions are becoming more acceptable by the society. Keeping in view this changing scenario, the objective of the current study is to understand the working women’s experiences, barriers, and related issues while making advancement towards managerial level positions. The study is qualitative in nature and used phenomenology as a main mode of inquiry. Sample of the study was drawn from banking, education, and telecom sector in Pakistan. Data was collected from thirty female managers working at various levels among the three mentioned sectors. Key findings of the study are that Pakistani female managers face familial, organizational, and cultural barriers. The study also identified that there is greater acceptance of female managers as compared to the past. Moreover, Pakistani female managers also possess some unique leadership characteristics which are not very common among male managers.

scholarly journals Batswana female managers’ career experiences and perspectives on corporate mobility and success

2014 ◽  
Vol 14 (1) ◽  
Author(s):  
Mpho M. Pheko
Keyword(s):  
Past Research ◽  
Women In Leadership ◽  
Structured Interviews ◽  
Management Level ◽  
Female Managers ◽  
Management Positions ◽  
Managerial Implications ◽  
Managerial Positions ◽  
The Impact ◽  
Corporate Mobility

Orientation: Corporate mobility remains elusive for female managers.Research purpose: To investigate Batswana female managers’ strategies for entering and succeeding in managerial positions, the challenges they face and the consequences of success.Motivation for the study: There is a lack of research into the way Batswana female managers obtain management positions, as well as their experiences as female managers.Research approach, design and method: An interpretive approach using a case study strategy was employed. Semi-structured interviews were conducted which were shaped by the objectives of the study. A sample of female employees (n = 10), representing different organisations and professions, was obtained from various organisations in Botswana.Main findings: Findings revealed that female managers do experience a number of challenges. Various factors were identified that accounted for their career advancement as well as the consequences of success. The consequences of success were identified as being both positive and negative.Practical/managerial implications: The current study is important as the strategies for success that were identified can be used to assist interested women to obtain management-level positions. Furthermore, the challenges identified may assist both researchers and practitioners to design interventions that help to mitigate the challenges, in turn enabling the inclusion and advancement of women in leadership or managerial positions.Contributions: The current study may contribute new knowledge as past research conducted in Botswana seems to have focused mainly on the impact of regulatory and legislative challenges on women’s advancement. Such a focus ignores the other aspects of female managers’ experiences, which are addressed by the current study.

Women in leadership in Kuwait: a research agenda

2017 ◽  
Vol 32 (2) ◽  
pp. 141-162 ◽  
Author(s):  
Athmar Al-Salem ◽  
Mark Speece
Keyword(s):  
Social Capital ◽  
Gender Gap ◽  
Gulf Cooperation Council ◽  
Women In Leadership ◽  
Cultural Barriers ◽  
Content Type ◽  
Mena Countries ◽  
Women In Management ◽  
General Acceptance ◽  
Managerial Positions

Purpose This study aims to examine perceptions in Kuwait about women’s leadership in management. Design/methodology/approach This study includes a review of data on the gender gap across Middle East/North Africa (MENA) countries, comparison with selected Asian and Western countries and summaries of multiple small surveys in Kuwait on women in management. The surveys were all convenience samples ranging from 100-500, targeting middle-class respondents. Findings The MENA is behind most of the world in closing the gender gap, but progress among Gulf Cooperation Council countries has been fairly rapid. Many Gulf Cooperation Council (GCC) indicators are comparable to other non-Western cultural areas. Multiple surveys in Kuwait show fairly widespread acceptance of women in leadership positions. Respondents feel that characteristics of women vs men managers are different, but strengths and weaknesses by gender balance out, so that men and women perform about the same. Traditional Kuwaiti culture seems conducive to women in management, but some specific cultural barriers remain. In particular, the diwaniyya, social gatherings to network and discuss current affairs, and wasta, connections, are dominated by men in modern Kuwaiti society. These are essentially social capital issues. Practical implications Fostering continued progress for women in management requires recognition of the actual social and cultural situation; simply arguing that Kuwait should be more Western in how it does things does not seem very useful. Originality/value Research on women in management in MENA is not very extensive, but is important for understanding how to facilitate opportunities for women. In Kuwait, there seems to be general acceptance that women can be leaders in managerial positions, and little overt discrimination. However, lack of access to traditional social capital networks puts women at a disadvantage. Research needs to focus on this issue to help develop ways to overcome this subtle obstacle to further progress.

Role of gender on the performance of Indian microfinance institutions

2019 ◽  
Vol 34 (6) ◽  
pp. 429-443 ◽  
Author(s):  
Chandralekha Ghosh ◽  
Samapti Guha
Keyword(s):  
Social Performance ◽  
Gender Diversity ◽  
Microfinance Institutions ◽  
Content Type ◽  
Female Managers ◽  
Board Level ◽  
Managerial Level ◽  
The Impact ◽  
Female Clients

Purpose Microfinance institutions (MFIs) are known for their contribution to the women empowerment and poverty alleviation but it is not clear about the role of gender on the performance of this industry. It is important to explore the representation of both the gender in three levels, namely, decision-making, day-to-day management and implementation of the micro-financial services. This study aims to examine the impact of female board members, female managers and female field officers on the financial and social performance of the MFIs. Design/methodology/approach The authors have used random effect panel data analysis. The study covers 104 MFIs operating in India. The time period of the analysis is from 2010 to 2014. Findings The study has shown that as the number of female directors within the board increase there is an increase in cost per borrower. This is an indication that more female clients are being targeted. The increase in number of female managers leads to an increase in the number of active borrowers. The increase in the number of female staff members leads to an increase of operational self-sufficiency and yield of the gross portfolio. Research limitations/implications The present study has faced a lot of limitation due to the non-availability of the secondary data on the governance system of the microfinance industry. The study could not be undertaken for an extended period because of the unavailability of data for a long period. Practical implications This study has highlighted the role of gender in case of performance of microfinance institutions. The gender diversity at the field level has shown to enhance the financial performance of the MFIs. So, the MFIs should try to bring gender diversity at the operation level. Social implications This study has shown that an increase of woman directors at the board level increase female clients of MFIs. The increase of female managers also enhances number of female clients. So, the gender diversity at the managerial level and director level help MFIs to meet their social performance by reaching to more number of needy female clients. Originality/value The gender diversity at the three levels, namely, board level, managerial level and field operation level has not been analyzed in the Indian context. In India MFIs mainly target the female clients so in this context having gender diversity at the three levels of operation of the MFIs, which can improve both the financial and social performance of the MFIs.

The Impact Of Transformational Leadership On University Performance Through Knowledge And Innovation

2014 ◽  
Vol 1 (1) ◽  
pp. 343-346
Author(s):  
Gheorghe Militaru
Keyword(s):  
Transformational Leadership ◽  
Knowledge Integration ◽  
Academic Staff ◽  
Intellectual Stimulation ◽  
Idealized Influence ◽  
Upper Level ◽  
Managerial Positions ◽  
University Performance ◽  
The University ◽  
The Impact

AbstractThis study investigated the range of potential performance implications of transformational leadership to improve the university performance by creativity, knowledge, and innovation. We examine the relationships among innovation orientation, transformational leadership, organizational learning, and university performance using hierarchical OLS regression technique. We found that transformational leadership influences the relationship between leaders' performance (rectors, deans, and managers) and university's outcomes (teaching, research, and service) to establish how leader behaviours affect the university performance. Results reveal that transformational leadership may motivate academic staff to work harder, exerting more effort and engaged in higher levels of task performance through inspirational motivation, intellectual stimulation, idealized influence, and individualized consideration. The current study shows that transformational leadership may facilitate higher levels of creativity and innovation through emphasized the knowledge integration mechanisms into university. The moderately positive relationships of transformational leadership with university performance suggest that universities should focus on selecting and promoting individuals for upper-level managerial positions with these characteristics

scholarly journals Evaluation Study of Women in Information and Communication Technology from Feminist Perspective

2020 ◽  
pp. 367-370
Keyword(s):  
Gender Stereotypes ◽  
Women Managers ◽  
Working Hours ◽  
Evaluation Study ◽  
Key Factors ◽  
Family Responsibilities ◽  
Female Managers ◽  
Key Factor ◽  
Information And Communication ◽  
Managerial Positions

Women managers working in IT sector counts very low compared to male. The non existence of data on female managers in India reflects low participation of female in ICT. Recent studies for every hundred men only two women will gain administrative and managerial positions in India. Although various facilities are provided to growing women population at IT still women managers roles are not reaching IT market. Several hurdles like Gender stereotypes and attitudes, family responsibilities, working hours, health constraints are the key factors where women managers decline. Each key factor as different individual views and gives different clarity. Evolution and evidence obtained from personal interviews considering 50 female delegates enrolled as IT specialist and 10 female managers from different companies for clear information follow structural questionnaire to elect and record the data.

scholarly journals Strategies for Overcoming the Gender Gap by Working Women (Case Study of Russian Organizations)

2021 ◽  
pp. 79-88
Author(s):  
S. D. Gurieva ◽  
U. A. Udavikhina
Keyword(s):  
Gender Gap ◽  
Organizational Context ◽  
Working Women ◽  
Political Life ◽  
Wage Distribution ◽  
Gender Inequalities ◽  
Healthy Working ◽  
Managerial Positions ◽  
Gender Strategies

In the context of the global economic crisis associated with the pandemic, the gender gap index has increased, indicating increasing gender inequalities and, consequently, gender assimilation in society. Despite the fact that in Russia the total number of educated, qualified, healthy, working women is significantly higher than that of men, women face unequal wage distribution and feel the income gap, rarely reach managerial positions, are not represented at high managerial levels, and are excluded from political life. The aim of the study was to identify and examine the specifics of gendered career-building strategies by Russian women as a way of narrowing the gender gap. The following methodological approaches were used to consider gender inequalities in the organizational context: Gender in organization, Gendered organization, Doing & Undoing Gender Strategies. Key results: confirming the existence of gender strategies as a way to bridge the gender gap within an organization; identifying and describing how Russian women apply gender strategies in their career development. The “Doing Gender” strategy was used more frequently than the “Undoing Gender” strategy. However, the scope of Undoing Gender was much wider and more variable. Those women who used a combination of gender strategies (“Doing & Undoing Gender”) rated themselves as “strong players”, emphasized high subjective satisfaction with their lives (having a family and children), and noted a successful career path, unlike those who used only one of the strategies. A combination of gender strategies can help to promote women’s careers in the best possible way and bridge the gender gap in the organization.

Reality will fall short of Abe's 'womenomics' goals

2016 ◽  
Keyword(s):  
Labour Market ◽  
Local Governments ◽  
Highly Qualified ◽  
Public And Private ◽  
Content Type ◽  
Foreign Companies ◽  
Female Managers ◽  
Traditional Gender Roles ◽  
The Government ◽  
Managerial Positions

Subject Japan's female workforce. Significance Prime Minister Shinzo Abe's goal of improving women's status in the paid workforce is confronting the rigidities of Japan's labour market. Within weeks of his December announcement of the latest policies and goals, the government drastically lowered its earlier targets for female managers in the public and private sectors, abandoning its aim of having women in 30% of management roles by 2020. Under the new five-year plan, the government will work towards more modest goals: 7% female managers for public officials and 15% for local governments and private companies. In 2015, the ratio of women in managerial positions at ministries and government offices stood at a mere 3.5%, while the figure for the private sector was 9.2%. Impacts Employment by foreign companies in Japan of highly qualified women may serve as an example to their Japanese counterparts. Traditional gender roles will combine with the existing labour market structure to slow the rise of women in business. Dismantling the two-tier employment system, which disadvantages women in particular, could do much to reduce gender inequality.

scholarly journals A Cross-Country Comparison of Gender Traditionalism in Business Leadership: How Supportive Are Female Supervisors?

2020 ◽  
pp. 095001701989283
Author(s):  
Carly van Mensvoort ◽  
Gerbert Kraaykamp ◽  
Roza Meuleman ◽  
Marieke van den Brink
Keyword(s):  
Working Women ◽  
Gender Attitudes ◽  
World Values Survey ◽  
Business Leadership ◽  
Attitudinal Differences ◽  
Self Interest ◽  
Cross Country ◽  
Managerial Positions ◽  
Gender Quota ◽  
Gender Traditionalism

This study investigates whether female supervisors hold less traditional attitudes towards gender in business leadership than male supervisors and non-supervisors, and whether these attitudinal differences vary between countries. It uses the sociological notions of self-interest and exposure and a multilevel approach to advance and expand the investigation of gender attitudes in the domain of business leadership. Two recent waves of the World Values Survey (2005/2009; 2010/2014) for 22 OECD countries were analysed with multilevel logistic regression. Findings indicated less gender traditionalism among female supervisors and among people living in countries with a larger share of women in managerial positions and a less traditional normative climate towards working women. No such attitudinal differences between individuals were found when comparing countries with and without a national legislative gender quota policy. Finally, men’s attitudes towards gender traditionalism in business leadership appeared to be more susceptible to the country context than those of women.

Getting caught in “the chair effect” after becoming a manager

2021 ◽  
pp. 1-16
Author(s):  
Beliz Ülgen
Keyword(s):  
Organizational Factors ◽  
Structured Interview ◽  
Study Data ◽  
Middle Level ◽  
Analysis Process ◽  
The People ◽  
The Status ◽  
Upper Level ◽  
Managerial Positions ◽  
Promotion Process

BACKGROUND: Unfortunately, in most organizations, the promotion process is not always managed under fairness conditions and usually, this issue produces harmful results for both organizations and employees. One of these results refers to the people who are promoted to managerial positions. After the promotion process, negative changes such as being selfish, manipulative, rude, behaving unfairly, underestimating others, putting exaggerated distance to his/her relations with others, are observed in their positive behaviors and attitudes that they displayed within the organization in the past. Many reasons can be cited for this situation. The degree and scope of the status may be one of the reasons for this change and this study named this phenomenon as “Chair Effect”. The chair is one of the major symbols representing managerial positions, and for this reason, the term chair is used in naming this effect. OBJECTIVE: This study aims to examine the “Chair Effect” phenomenon and define the possible factors which cause this phenomenon. METHOD: An inductive and qualitative research method is used in this study. Data were collected through a semi-structured interview technique with 12 participants who are middle- level and upper-level managers and have experience or observation about any manager who got caught in the chair effect. The Gioia method was used in the data analysis process. RESULTS: According to the results of the study, the factors that cause the chair effect are classified into three categories such as individual factors, organizational factors, and contextual factors. CONCLUSION: In the promotion processes of the organizations, evaluating the manager candidates’ personality traits and their success in relationship management besides their other qualifications (such as experience, performance degree, seniority time) objectively will be effective to cope with “the chair effect” issue.

Local and remote Rossby wave responses to an anomalously dry or wet Australian continent

2020 ◽  
Author(s):  
Olivia Martius ◽  
Kathrin Wehrli ◽  
Sonia Seneviratne
Keyword(s):  
Soil Moisture ◽  
Rossby Wave ◽  
Wave Train ◽  
Heat Fluxes ◽  
Linear Wave ◽  
Main Mode ◽  
Near Surface ◽  
Wave Dynamics ◽  
Australian Continent ◽  
Upper Level

<p>An ensemble of CESM atmosphere only experiments with varying soil moisture anomalies over Australia (+1 , 0 ,-1 STD) is analysed with respect to the atmospheric response. Locally an intensification of the surface heat low and an upper-level anticyclone is found for the negative anomaly. The local response to the low soil moisture content is driven by increase sensible heat fluxes and associated positive near-surface temperature anomalies.</p><p>A remote response of the upper-level flow consists of a downstream Rossby wave train extending along the jet waveguide and an upstream response projecting upon the main mode of variability the southern annular. The downstream response is driven by linear wave dynamics while the upstream response is modulated by non-linear wave dynamics and associated eddy fluxes. The sensitivity of the response to the background flow, i.e., different phases of ENSO is explored.</p>

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