Research conducted globally indicates that women continue to be underrepresented in the workforce compared to men. Nevertheless, numerous countries are actively tackling this issue by introducing constitutional reforms with the goal of substantially enhancing women's engagement in diverse positions.
The purpose of implementing this measure is to disrupt the existing dominance of men in important leadership positions. Several factors contribute to the limited presence of women in executive, authoritative, and governance roles. The term commonly used to describe the hindrance to achieving greater female representation in the workforce is the "glass ceiling." This term represents hidden barriers that perpetuate gender inequality.
According to Ibarra et al., one of the primary obstacles for women in achieving senior positions is their lack of self-perception as leaders, leading them to not actively pursue these roles. Obtaining such high-ranking positions entails acquiring the essential skill
...s, knowledge, and job responsibilities while also comprehending the existing leadership styles within the organization.
A study in 2013 examined the difficulties women encounter in leadership positions and found that many organizations contribute to their inability to reach high-ranking roles. The research showed that although organizations publicly announce openings for executive positions, they frequently neglect to communicate the policies and practices for promoting women into these positions. Likewise, Tatchell and Edmonds' 2015 research emphasized the existence of subtle gender bias in both organizations and society, impeding women's advancement into leadership roles. This study also recognized companies' efforts to promote women's involvement in leadership positions.
According to Ibarra et al. (2013), the research indicated that in order to help women achieve executive positions within an organization, it is important to motivate them by equipping them with necessary skills and creating
a supportive environment. The study emphasized that traditional leadership and mentoring programs alone are not enough for this purpose. Instead, a set of steps was proposed to foster effective leadership.
According to a study conducted by Ibarra et al. (2013), leaders emerge by internalizing their identity and nurturing a sense of purpose in leadership. Their suitability for a position is assessed through their deliberate actions and the support or discouragement they receive for subsequent claims. As they enhance their leadership skills and encounter more chances to demonstrate them, they are increasingly assigned demanding tasks of great importance. This positive reinforcement acts as an incentive for individuals to participate in fresh leadership endeavors.
The absence of affirmation deprives individuals of self-confidence and opportunities to seek developmental opportunities and experiment. According to Nelson and Bridges (1999), their research on the misrepresentation of women in leadership positions found that effective female leaders should have a sense of purpose that aligns with their values and promotes the collective good. This allows leaders to think beyond the status quo and overcome insecurities and personal fears. Leaders who think beyond the status quo are considered trustworthy as they are willing to take risks in pursuing their goals. The research by Nelson and Bridges (1999) identifies this as a major pathway for women to attain executive positions within organizations.
Integrating women's core identity in an organization can be extremely difficult when the culture surrounding exercising authority is in conflict. This article proposes that certain practices associate qualities of leadership more with men than with women. Based on research conducted by Ibarra et al. (2013), powerful men are often recognized for raising awareness among other
men about leadership programs.
Women often face challenges in finding leadership opportunities compared to men. It typically takes them longer to identify their potential for leadership roles.
Reasons for the limited presence of women in corporate leadership
Research conducted by Tutchell and Edmonds (2015), along with data from the Bureau Labor of Statistics, reveals that only 9% of women hold executive leadership positions, in comparison to men. Surprisingly, Tutchell and Edmonds (2015) found that the number of women employed in corporate governance or holding leadership positions has been declining significantly from 2011 to 2014.
It is surprising to find study results that indicate women have very minimal chances of holding major positions like CEO in companies. Tutchell and Edmonds (2015) conducted research using 20 years of data from major US firms and concluded that the odds of having another woman in an executive role within an organization are very low. This suggests that women are spread out more evenly than what the actual chances should dictate. Tutchell and Edmonds (2015) presented various theories to explain the phenomenon of few women in leadership positions, including women's behavior and men's behavior. According to the theory by women, many of them do not actively seek jobs in areas of corporate responsibilities.
Furthermore, women exhibit limited mobility in terms of networking and awareness in the job market. Junior women rarely choose other women as mentors, while women mentors are generally uninterested in taking on young women as mentees. This lack of connection between women in the workplace leads to a constant divergence, akin to opposing magnets. Nelson and Bridges (1999) conducted research on barriers to women advancing to executive positions and found that
placing two women in top positions within the same organization often leads to conflict and disrespect. This explains why organizations tend to have more men working at the executive level compared to women. Nelson and Bridges (1999) discovered that when a woman is given a leadership role with significant responsibilities and authority, it creates a unique position. Bringing another woman into a similar role creates competition and threatens the management structure.
According to research conducted by Nelson and Bridges (1999), societal norms largely influence the main reasons why young women do not choose female mentors. The study found that women in executive positions often conform to their organizations' expectations, disregarding certain societal expectations. Conversely, Tutchell and Edmonds' study (2015) suggests that theories dominated by males play a significant role in contributing to gender inequality in the workplace. Additionally, Edwards (2005) discovered that when men hold the top five management positions within an organization, it becomes challenging for a woman to receive a promotion as she is perceived as disruptive to the existing successful organization.
Some organizations strive for gender equality by ensuring they have at least one woman in top management positions. According to Edwards (2005), these organizations deem themselves to have achieved gender equality if there is a lone female worker in a high-ranking role without other women with the potential to advance into significant leadership positions. Nonetheless, this rigid approach has resulted in considerable gender imbalances within workplaces. Edwards (2005) further argues that the existence of majority-minority dynamics exacerbates the perpetuation of gender inequality.
There is a persistent tension that arises when minority women advance in management positions. Research suggests that men feel threatened once women
reach a certain level, causing them to maintain a minimal number of women in management compared to men. To address gender balance, some organizations hire only one woman for executive positions. According to Edwards (2005), organizations with at least one woman in management are more successful in combating inequality compared to those with few or no women at any level of management.
Edwards (2005) argues that men are the main cause of gender inequality in top management. They frequently impede women from advancing to higher positions. It is commonly believed that having a female CEO can promote gender equality among female employees, but this is not the case. Men persist in obstructing women's advancement into top management roles.
When examining various job categories, it is evident that the selection process for women in these positions reflects male dominance and results in a gender imbalance.
Causes of the lack of women in powerful roles
A study conducted by Eagly (2016) on gender distribution in leadership positions in the USA revealed that only 19% of US congress members, less than 5% of fortune 500 CEOs, and just two out of the current crop of USA presidential candidates are women. These statistics demonstrate a significant underrepresentation of women in high-powered positions.
Navigating a complex situation
According to research carried out by Edwards (2005), men are often perceived as possessing leadership qualities due to their "agentic" nature, characterized by assertiveness and a willingness to take charge. However, this creates a double standard that presents considerable challenges for women.
Women are expected to exhibit strong leadership abilities in order to succeed in positions of power. They face the challenge of being heavily scrutinized and criticized for minor
mistakes. The United States is actively encouraging and backing more women to assume leadership roles.
Empowering Women
Eagly (2016) suggests that implementing a quota system is an effective approach to enhance gender diversity in leadership positions. In India, for instance, research has revealed that one-third of village president positions are exclusively designated for women.
In places where quotas had been in operation for over a decade, a higher number of women were documented to participate in elections compared to men.
Conclusion
It is evident from the articles that gender-based leadership inequality persists worldwide. Only a small percentage of women hold executive positions, with men dominating these roles. There are unforeseen obstacles, such as a lack of self-examination, that hinder women from becoming leaders. Additionally, men themselves contribute significantly to gender inequality in leadership positions. To address gender disparities, women should gain courage and implement quota systems.
These will serve as the major ways to achieve their priorities in governing.
References
- Eagly, A. (2016). Why Do So Few Women Hold Positions of Power.Top of Form
- Edwards, J. (2005). The Leadership labyrinth: Negotiating the paradoxes of ministry. Macon, Ga: Smyth ; Helwys Pub.
- Ibarra, H, Robin. ; Deborah, M. (2013). Women Rising: The unseen barriers.Bottom of Form
- Nelson, R. L., ; Bridges, W. P. (1999). Legalizing gender inequality: Courts, markets, and unequal pay for women in America.
Cambridge u.a.: Cambridge University Press.
- Tutchell, E., ; Edmonds, J. (2015). Man-made: Why so few women are in positions
of power.
