gender,glass ceiling wk 5

8/12/2019 Gender,Glass Ceiling Wk 5

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Leadership & Glass ceiling wk 5 1

Gender, Glass Ceiling &

Leadership Styles

The Glass Ceiling the invisible artificial

barriers created by attitudinal andorganizational prejudices that bar women from

top executives. Domestic & International

Perspectives; Facilitating, Working in teams,

Communication, Leadership & Motivatingothers

Any Gender Differences ? (Week 5)


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Studies of Glass Ceiling in the US

Early 1990s, the Centre for Creative Leadership. 1995

survey on HR mgrs from 304 large industrial &

service firms from Fortune1000, 500 & 50companies. 2 key findings:

White male mgrs uncomfortable with those unlike

themselves (women, women of color)

The lack of accountability or incentives inorganizations to develop diversity.

In1996, Catalyst (nonprofit res organization for

women in business) examined perceptions &

experiences of the Fortune 1000s most seniorlevel women & CEOs (male & female).

When comparing with 2003 study on women in

corporate leadership:


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1. Compared with 23 % women in 1996, in 2003 only 30% ofwomen believed the opportunities for senior positions intheir own organizations have greatly improved in past 5years.

2.Only 11 % of women believed opportunities in US haveimproved in general.

CEOs views womens advancement are critical insupporting womens talents in high-ranking positions.

The 2003 Catalysts survey of CEOs (no gender breakdown)from Fortune1000 companies & compared with those ofsenior-level females:

1. Women & CEOs agreed that the lack of generalmanagement or line experience as top barriertowomen advancing into senior leadership roles.

2. Almost 2/3 (64%) of CEOs believed that organization isresponsible to change to meet women in managementsneeds


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4. 3. 47 % of women indicated that exclusion from informalnetworkswas a barrier to advancement, in contrast to 18%of CEOs.

5. 16 % of women noted lack of mentoring, in contrast to 21% ofCEOs.

6. Differences in management/leadership styles bet men &

women as discussed by glass ceiling literature. Typically most

valued communication styles in corporate world are those of men

(being direct & factual) rather than interpersonal styles womenuse.Therefore, women using more direct communication may be

more likely to advance than women who do not.

However, recent study shows that women tend to be more flexiblein leading than men & engage different styles & approaches.

Another report comparing highly successful women executives insenior leadership positions with successful men executives &less successful womenFortune 400 companies inc.PepsiCola, IBM, Unilever, Prudential


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In the Soviet Union (2001 survey in N. Vinokurova, Gender

Related Aspects of Mgmt, 2007) women faced multitudeof obstacles:Advancement blocked by a system of social

barriers.

Both men & womeni) ideological obstacles (required

membership in the Communist Party

ii) Socioeconomic obstacles (territorial restrictions-residence permits governing rules.

Specific to women: gender discrimination. Other things

being equal, in making appointment, man is preferred

Womens careers impeded by family obligations, the birthof children..



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Women in Management: Closer to breaking through the glass ceiling?

Linda Wirth in Women, Gender & Work (ILO, 2001 ed. Martha Fetherolf

Loutfi.

Women have made enormous progress in many countries inobtaining a greater share of professional and management

jobs. The data show the significant role played by education

and the growing diversification of womens careers.

Nevertheless, research findings demonstrate howunbreakable the glass ceiling is. Womens overall share of

management jobs rarely exceeds 20 % in most countries, yet

they represent >40% of the worlds labor force. The higher the

position the more glaring the gap bet men & women. It is

suggested that some career-building strategies & enterprisepolicies can help to speed up womens advancement to the

top jobs.



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Women as ministers

Women as presidents

Women governors/presidents ofcentral banks

Women as Women ascommissioners (Human Rights)

Women as state governors

Women as Vice Chancellors

Women as board of directorsLeadership & Glass ceiling wk 5 8


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Movement of women into

managerial jobsare they even

across different economic

sectors?Where are they fared better?

Services versus industrial sectors(manufacturing & contstruction)



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Education & Training

Although the overall picture is positive with girls in

most countries perform better than boys, the number

of graduates & post graduates amongst women

increased, the question remains is

the application of gender criteria in the choice by girls& boys of subjects & courses.

Thus, when women work in paid employment outside

their home, their jobs have often been an extension of

reproductive activities in areas such as welfare,education, health, catering, services a& administrative

support functions.



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Although women are often better educated &

qualified than men in the same job, women still find it

difficult to reach top positions. They had to workharder & perform better than men to move ahead

Studies:

In Jamaica, women had more years of schooling

before joining labor force than men, advanced morequickly than men at middle management level but

took significantly longer to achieve top level mgmt

positions (Gershenberg, 1994)

Turkish Civil Servicewomen progress in overall

managerial jobs but stuck at middle mgmt level

(CEDAW, 1996)



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What is a real & practical constraint for women to achieve high

level positions?

1. Disproportionate responsibilityfamily, raising children, household

tasks. Professional/managerial jobs often require long hours of

recognition and eventual promotion.

2. Career progression structures & policies are around the ages of 30-

40 as most important for career development which is the most

intensive years for child rearing. Women who want both career & family

must juggle heavy responsibilities in both domains.

Women without family are often seen as potential mothers, thus evenwith education & trng, they are often given less attention than that of

their male counterparts.

3. Women in developing countries may have fewer difficulties obtaining

mgmt jobs due to

a) smaller proportion of the population attained higher education, so theskills & knowledge of qualified women in demand.

b) extended family/inexpensive domestic help provide crucial support

for childcare & household maintenance



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Tackling the obstacles


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Tackling the obstaclesWomen perceived sex stereotyping regarding their ability

& willingness to accept positions of responsibilities esp if

long hours, ravel & relocation are involved- attitude that

assume all women have similar interests, ambitions &constraints when in fact they do not form a homogeneous

groupjust as men do not.

Thus, many women as a result of this attitude are placed in

less strategic areas of activity, not being given varied andchallenging assignments & not being exposed to the full

range of operations of activities of an

enterprise/organizationcrucial factors for climbing the

ladder to top mgmt jobs.

No wonder the surveys of CEOs of companies revealedthat few women possess appropriate business experience

& not been long enough ina variety of mgmt positions to be

selected for top exec. Jobs.

Leadership & Glas ceiling wk 5 14


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Leadership Style (Crampton & Mishra, Public P. M. 99)

Successful women describing their

leadership styles often as: transformational

getting workers to transform or

subordinate their individual self-interests

into group consensus directed towards abroader organizational goals.

Power attributed by personal

characteristics: charisma, personal contacts& interpersonal skills rather than org

structure.


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Others suggest female managers are more

situation-based-adaptingtheir strategies to

the contingencies of the situation. Whereasmen are more likely to view their leadership

style as Transactionaljobs are seen as

involving a series of transactions betthemselves & their subordinates, leading to

rewards or punishment.

Flattening structures & requiring moreparticipative management, which style

would best suit this environment?


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Some suggested womenwith their natural styleenabling tem to lead and

manage successfully withinthis new corporateenvironment compared tomore male dominatedpyramid-shaped hierarchy.

However, women in uppermgmt positions are mainlyin HR &communication/publicrelations where theirsofter participative style ofmanagement viewed asbetter utilised.

Participative

Transformational

Situation

based

Women Leadership

Style


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Research on equal pay & careeradvancement (US General OfficeGAO

report), failed to explain the magnitude ofearnings differences bet men & women, norwhy these differences exist. Investigatedonly differences bet work patterns of men &

women, as well other key factors such aswomen earned on average, 80% of mensearnings in 2000. What about the remainingearnings differences?

The report suggests: pay differences cld bethe result of managing work & familyresponsibilities.


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The Institute for Womens Policy Research(IWPR) differences of earnings include:

Work experience, education & lack of

opportunities. Historically, womens wages lagbehind men plus the gap on their earningsincreases with age.

For example, in 2002 (The US Bureau of Labor

Statistics) the differences was much greateramong workers of 45-54: women in this ageearned 75% as much as men. But women of 16-24 earned 93 % of mens wage.

Young women closing wage gap; they earned

82% of young mens earnings in 2000 comparedwith 68% in 1979.

HR Professionalsa learning lesson.


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Women of Color

Face additional challengesimpact of glass ceiling: genderbased barriers & racial & ethnic obstacles at times to advancethe corporate ladder.

2004 research report of African-American women found:

Exclusion from informal networks & even conflictingrelationships with white women.

Although 75% of Fortune 500 companies have formal diversity

programs, 37% of AfricanAmerican women statedopportunities to advance to senior positions are declining.Primary barriers:

1. Negative race-based stereotypes

2. Lack of institutional support

3. Frequent questioning of African-American womens authority& credibility.

To combat, these women recommended 3 proactive successfactors: communicating effectively, exceeding performanceexpectations, & building positive relationships with managers

& colleagues.

CP/Nina Long


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Findings from Catalystslightly more optimisticfor women of color & glass ceiling. Overall

experienced VE+ career growth. Eg. 57% were

promoted at least once (consistent with otherstudies on white women & women of color).

While this research indicates women of color

adopt several strategies for advancement&emphasise greatly on networking & mentoring, italso reports women of color are less hopeful abt

their career prospects as past barriers stillremain today.


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International Implications for HR Professionals

Knowledge of their own extraterritorial lawsthatapply to their own firms conducting business

outside their own incl Civil Rights Act, AgeDiscrimination in Employment Act & Disabilities

Act.

To abide International laws requiring

nondiscrimination in employment: European Union (EU)Equal Pay Directive

International Labor Organization (ILO)equalRemuneration Convention No. 100

Organization for Economic Cooperation &Development (OECD)Guidelines forMultinational Enterprises

United nationsGlobal Compact


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Lack of global talent as an emerging issue of aging

workforce. Where to find the right people for the

organization as the baby boomers gen retires? HR

Professionals need to address this.

Seen as missing key ingredientfemale global mgrs.Women employees offer a wide range of talent &

potential but are largely underdeveloped in the global

managerial ranks. Top 3 barriers for women gainingGlobal Business Experience (Catalyst, 2000)

1. Getting selected-the biggest obstacle to enter the global

business arena

2. Perceived as less internationally mobile than men due towork & personal responsibilities

3. Lack of mentors & networks on international assignment.


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3. For women who aspire to advance in the globalarena, they still face barriers of tokenism,exclusion and isolation.

A study of women expat mgrs representing a widerange of industry & service sectors in Europefound the disadvantage is due:

Lack o f organizat ional suppor tseemed to be

readily available to their male counterparts.

Findings also noted few organizations havedeveloped career models for women expats.

1.Al l women managers in the study hi t the

glass ceil ing in their organizat ions in their

early careers. Affirmed glass ceiling is very realin Europe


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2. Only 25% believed they can break theceiling & make it to the top of their

professions.3. Choices in lifestyles are more difficult forwomen expats than for domestic womenmanagers, mainly due to the strain on

personal relationships & poor quality of lifearising from commuter marriages

4. Career successstill based on a male

career model ignoring factors of marriage,pregnancy, children & household duties.Plus, these women in their early careersfaced gender stereotypes.


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Catalyst interviewed & surveyed over 1,000employees in US based global companies,incl. 522 HR executives to answer why so few

women on international arena. Key Findings:1. Only men often are assumed interested in

expat positions. No so as 42 % of womenindicated stating their interest was an

important factor to being offered a globalassignment compared to 29 % men

2. Women are perceived to be disadvantaged,compared with men regarding international

assignment, balancing work & personalresponsibilities, & building businessrelationships outside the US.


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3. There is a shortage of experienced international talentfor the traditional 3-5 year international assignmentlargely due to dual-career marriages. Thus women

seemed to be burdened by this demographic. Amongmarried expats, 91% of women were in dual-careermarriages, compared with 50% men.

4. Internationally assigned women tend to be more isolatedthan their male counterparts, often lacking formal

support such as mentors & networks from theirorganizations.

Women in Senior Positions in the US & Abroad

With many barriers still remain, although there have been

some movement for women advancing to seniorpositions, women are not gaining the requiredexperience to compete with men:


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`Overt & Covert Barriers for Women

to Domestic & International Senior Positions.

Balancing home life & careerIsolation & loneliness

Constant awareness of being a woman in mans world

Lack of access to male networks

Having to prove oneself to othersHaving to work harder & be better than male counterparts

Having to ask for promotions

Having to ask for international assignments

Less time available for networking due to domestic commitmentsSource: Linehan, M., & Scullion, H (2001).

European Female Expat. Careers: Critical Success Factors. J of

European Industrial Trng.


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In 2002 women held only 10% of the 6,428 total

line corporate positions in Fortune 50.

Women successfully attained senior positionsrecommend several career strategies:

1. Consistently exceed performance expectations

2. Develop a style with which male mgrs feel

comfortable

3. Seek out challenging & visible assignments

4. Obtain support from an influential mentor

[Townsend & Mattis, 1998. Gender Gap in the Executive Suite. Breaking theGlass Ceiling. The Academy of Management Executive, 12.1]


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1 critical measure of women in senior positions

numbers of women in corporate directorships.

EG. In US in 1995, 10% of women as boarddirectors, increasing to 16% in 2002. In Canada,

11% of women in the board in 2002 & 2003. In

UK, 101 women as directors of FTSE 100 board,

when the number of companies with femaledirectors increased from 61-68.

However, as CEOs, women score lower than as

directors. In 1995, the Fortune 500 had 1

woman CEO. Today, 7 female CEOs (increase

of 0.2% - 1.4%)


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Women Entrepreneurs.

Women moving into entrepreneurship as a path aroundglass ceiling.

Key factors in business ownership are:

Leadership recognition & the authority to make decisions.Why wld women leave corporate world?

Increased compensation

Opportunity to develop new skills/competencies Greater advancement opportunities

Increased intellectual stimulation

Different type of work

More authority to make decisions Organizational values

[Catalyst, 2003].


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Women Entrepreneurs Mgmt Styles

Buttner (2001) reports that the management styles ofwomen entrepreneurs was best described using

relational dimensions such as mutual empowering,collaboration, sharing of information, empathy andnurturing. Importantly, these dimensions, which have

also been associated with women in differentprofessional occupations, were deemed to be

associated with firm performance. Women do workdifferently from men. According to Heffernan (2003),female negotiating styles have been shown to bedifferentand it has been demonstrated that they are

significantly more beneficial to long term businesssuccess. The most recent study that explored a genetic

basis for special attributes of women in social ability andempathy imply a better performance of companies createdand run by women because of their ability to communicatebetter with employees, suppliers and customers(Valencia,

2006).


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Motivation & Business Performance

According to Brush (1990), individual motivations andgoals such as profitability, revenues and sales growth

have been found to be related to performance in women-owned businesses, albeit their tendency to perform lesswell than their male counterparts(Fisher et al., 1993).Researchers found that women typically are motivatedby a more complex set of objectives for starting a

business than male counterparts. Factors related tothe desire to achieve flexibility between work andfamily lives are valued differently by the genders(Cinamon & Rich, 2002; Stephens & Felman, 1997). Inaddition, Hisrich and Brush (1987) found thatindividual motivations and owner/founder goals are

related to performance in women-owned businesseswhere opportunity motivation was related to survivaland independence was associated with no growth.As a result, motivation shows a strong relationship toperformance (Lerner et al., 1997).

Entrepreneurial Networking & Mentoring


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Entrepreneurial Networking & Mentoring According to Fraser (1995) and Wheeler

(1995), the use of informal mentoring

supportive relationships is one of the bestways of establishing a business and theserelationships helped the new entrepreneur

bypass the obstacles which impede

growth, success, and personal fulfillment.However, women are often excluded fromsocial networks or informal networks ofinformation such as male-only clubs, old

boys networks, and business lunchescompared to men (Brush, 1990) due tolack of time (Belcourt et al, 1991).

Entrepreneurial Networking & Mentoring


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Entrepreneurial Networking & Mentoring In Malaysia, women entrepreneurs faced a shortage of

peer support networks compared with men [WomenInstitute of Management (WIM), 1997] even though

various women entrepreneurs and industry associationshave been formed (FEM, NAWEM, USAHANITA) whichgenerally serve as a platform for women entrepreneursto establish networks and exchange information andexperiences as well as to conduct training programmes,

seminars and workshops on motivation, leadership andentrepreneur development and to provide other meansof support.

This is due to the fact that women may not join theseassociations as they might be overloaded with businessand family responsibilities. This limits the womenentrepreneurs ability to seek informal advice and peerfinancing as well as the information networks needed forsurvival and growth. This might pose a challenge towomen entrepreneurs in establishing networks whichare helpful to the survival of their businesses.


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Globally, the growing number of women owned ormajority women-owned businesses proved that womenentrepreneurs are breaking through the glass ceiling.

Survey of Women-Owned Business Enterprises reportedwomen owned 51% or more of 5,417,034 firms in 1997.The 4 industries with the largest total revenues forwomen owned businesses: wholesale trade, service,retail trade & manufacturing(US Dept of Labor, the Census of Bureau)

Women of color also made significant inroads as

entrepreneurs. Bet 1997 & 2002, the number of ownedbusinesses by minority increased by 32%. 1 in 5 womenowned businesses in the US was owned by a women ofcolor in 2002.

In recognition of their work & their growing companies,

The Veauve Clicquot Business Women of the YearAward acknowledges women as the leading edge ofentrepreneurship.

gender,glass ceiling wk 5

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