Women-power on the rise
Despite growing numbers in the workforce, women still continue to face prejudice, disadvantage, bias and discrimination.
However, it is just possible that things could change dramatically in the foreseeable future. Some recent statistics, are suggesting that change is coming.
A 14 November 2005 FORTUNE magazine report, compared the numbers of female business leaders in 2000, with the numbers today.
The report indicated that among FORTUNE Global 500 companies based outside the USA, six years ago it was impossible to locate women business leaders. There just weren’t any.
Today, the picture is very different. If you look at 2005 FORTUNE list of the world’s 50 most powerful women, it is no longer limited to US-based companies. Some of the women are head honchos of major companies with global markets. Others are Chief Financial Officers and operations chieftains. Women power is on the rise globally, not only at the top but also in senior and middle ranks of organisations, governments and politics.
Glass ceiling still solid
Of course, this is a somewhat optimistic overview. The fact remains that although women form nearly half the workforce in many countries, especially the developed ones, there remains a glass ceiling that prevents women from rising too high.
The glass ceiling remains a transparent barrier created by organisations that regulate access to developmental experiences as part of a pattern that grooms men for powerful positions. Though women populate companies, they rarely run them. Equality for women in the workplace is improving, but it remains a hard won and slow victory in many cases.
As more women advance into the top echelons of management, and others start their own businesses, women themselves are opening doors for other women to reach their full potential. The long established pattern of discrimination against women is being broken. At the same time, as the number women breaking the glass ceiling increases, people who resist opportunities for women will progressively be outnumbered.
Advantages for women in management
There are personal skills and attributes, where generally, women are usually very strong, that have been identified as particularly desirable in the modern workplace. Examples include:
|
 |
Individuals who have strength in these areas have a decided advantage in management. This is good news for women. Equally, interpersonal skills that specifically aid career success include:
- Communicating supportively,
- Motivating others, and
- Managing conflict.
Here again, these are normally strengths for most women.
Verbally very good, so to speak
Influential verbal communication is a very important part of being an effective leader. Success in this area depends not only on what is said, but how it is said. And which gender generally has the greater verbal agility? Women, of course.
It’s a great generalisation, but mostly, women are better communicators - even across international barriers. They use their verbal skills to deal with emotions and act upon their emotions more consistently. Being an excellent communicator today is more important than ever before because of the shape of modern work and the modern workplace. In the future, advanced communication skills should give women even more of an edge over men in middle and senior management where the emphasis on communication is so strong.
Women’s style is just right
There is also the issue of management styles.
Women favour democratic, participative, interactional and relational styles. These are the styles that seem to best suit contemporary organisations, which increasingly focus on knowledge and service industries.
As the economy shifts from a last century emphasis on mass production of undifferentiated products to the emerging era of products and services made in short runs and in great variety, women should reap rewards. In the new economy, better communication and connectivity with people are pivotal for success. And that’s where women have a decided advantage over men.
Hurdles for women can create challenges
There is plenty of evidence to suggest, and even casual observation confirms, that women are less likely to overestimate their performance than men. As if by habit, they tend to rate themselves lower than men or their bosses. They also give lower estimates of their performance or ability. This practice has been attributed to gender differences in self-presentation rather than self-confidence, but whatever the reason, such female modesty impedes female progress in corporate organisations.
There is also an issue about being direct. In managing roles, being direct almost always works better. Direct managers are usually perceived as being more effective, more self-confident, more emotionally stable and more industrious. Requests made by direct managers meet less resistance and more compliance than those made by indirect managers. Yet women are more likely to be indirect. This natural attribute may also be impeding women’s progress.
Obviously, women are now recognising these challenges and addressing them. Women know that progress up the organisation is not simply about doing one’s work, but it also involves being able to exercise influence appropriately, and being seen to be proactive and capable of rising to greater heights.
Sometimes it’s a balancing act
Work-family balance issues continue to dog the career advancement of many capable women.
Work-family balance issues often force women to interrupt their careers. As primary care-providers in the home, women often find themselves sacrificing their career aspirations. However, with flexible time schedules and childcare becoming increasingly available, there is some relief for women who want to concentrate on work.
Traditional workplace cultures still value physical presence in the workplace, and reinforce the message that working in non-traditional arrangements, such as telecommuting, reflects a lack of commitment. This attitude works against women seeking flexible work. However, there are more and more examples of non-traditional schedules working very well. Plus, there is a greater acceptance, that family and home-making responsibilities are actually a joint responsibility and not totally the preserve of women.
Added to these developments, there are also the changes in technology. New communications and the plethora of video-connectivity, enables home based employees to connect with fellow workers and clients very readily and easily.
It seems that doors are opening for women to enter the higher ranks, which maybe only a decade ago, probably seemed impossible.
Conclusion
Women have made strong inroads into some careers and vocations, such as the professions and the church, which were at one time, wholly dominated by men. Now, cracks are appearing in the glass ceiling of other vocations and occupations. Gradually, women are entering middle and senior management. There may not be a flood, but the movement is so far advanced that even the most conservative bastions are being forced to open their minds. The competency and relevance of women in the 21st century workplace cannot be denied.
Those who are hesitating about a particular appointment should ask themselves, “Why not a woman for this role?”
Equal opportunity employers should seriously disregard gender considerations except where actual physical male attributes and qualities like physical strength are absolutely necessary to do the job.
With changing attitudes and proactive action by women, women power is on the rise.