Women have been provided with opportunities to continuously empower themselves to take up leadership roles in public, private and other development spheres. While different leadership styles have been adopted in various contexts, the transformational leadership style by women remains popular. Studies have shown that productivity is higher in women-led organisations compared to those led by their male counterparts the world over.
Despite women’s potential and ability to be performing leaders, the United Nations alludes that they are still disadvantaged in the C-Suite placement. From the inception of the 21st century, there has been a global campaign supporting women's empowerment and access to leadership opportunities.
A report on Women Board Directors in Africa’s Top Listed Companies shows that the majority of African companies have at least one woman board director. However, one-third (32.9 per cent) have no women on board, while another third only have one female director (33.6 per cent), thus the majority of African companies have minimal women presence on boards.
Notably, some women in leadership positions, especially in the corporate world, have transformed and steered their organisations to high levels of productivity and performance contrary to some chauvinist perceptions that tend to belittle the potential of women.
Just like their male counterparts, women have continued to make a significant difference in leadership in all spheres, including in the corporate world. Some of the notable transformational women leaders locally include Rebecca Miano, previously managing director of Kenya Electricity Generating Company (Kengen), Phyllis Wakiaga, previously CEO of Kenya Association of Manufacturers, Jacqueline Mugo, executive director of Federation of Kenya Employers, Carole Kariuki, CEO of the Kenya Private Sector Alliance and Silvia Mulinge of MTN Uganda, among others.
Women leaders who employ the transformational leadership approach at work have been found to inspire a positive attitude and in the process, enhance productivity and competitiveness among their colleagues. Organisations' sole objective is on operational efficiency for purposes of heightened profitability. Research has shown that women leaders promote ethical conduct and instil personal values that are normally aligned with the organisation's values.
Several inert insights also affirm women’s potential to be better leaders and unveil their untapped capabilities, women are more empathetic and value personalized coaching when it is needed. It is also evident that women leaders are strategic in affording opportunities to their employees for personal development.
They also nurture healthy relationships across the cadres in organisations. Women are also considered naturally talented in multitasking, a trait that most women leaders employ at work. They simultaneously analyse and make decisions within short turnaround periods that influence productivity and ensure their organisations are more efficient.
Women are good problem solvers and thrive on challenges that make them stronger. Women leaders who have excelled have been found to be firm and not easily shaken during crises. Such women leaders often mentor employees on the concept of problems solving.
Their desire to overcome challenges motivates them to accomplish organisational objectives effectively. Notably, for organisations to be competitive and to overcome contemporary operational challenges that are inevitable, leaders must be extremely compelling and strategic so as not to derail from organisational vision.
Women are considered excellent communicators with great listening skills. These skills enable women leaders to stand out in the execution of their roles. Studies have also shown that women are more eloquent than men.
Leadership and communication go in tandem, with communication being considered the integral reagent for the success of all organisations. Leaders who can communicate effectively, openly and regularly are considered excellent and inspirational motivators, a trait that most women leaders portray.
Furthermore, with technological advancement and globalisation, organisation leadership needs to stimulate innovation and creativity to aid in improving productivity. Going forward women leaders should focus on championing enhanced productivity in the organisation by exploring the impact of the digital gender gap on technological proficiency besides appreciating the digital transformation by fostering gender equity at the workplace.
All the above notwithstanding, women are faced with an array of challenges limiting their potential in aspiring for leadership positions. Primarily, women leaders in the C-suite are faced with several obstacles ranging from patriarchal systems, cultural gender stereotypes, structural barriers and traditional beliefs, among others.
Women on the other hand also lack confidence in themselves, limiting their leadership chances, especially in cases where decision-making powers are in the hands of men. By embracing the transformational leadership style women should espouse confidence, “be a woman leader who influences for success, believe you are there for a reason, believe in yourself and execute confidently and boldly”.
Finally, there is need to improve gender equality in the workplace, improve women’s representation in leadership positions, as well as draw more women to the top tier of the private and public sectors as part of the effort to ensure skilled, appropriate, competent women power in all organisational leadership positions.
Manager, Corporate Communications at National Industrial Training Authority
