BUSINESS
The Role of Women in Leadership Positions in Business
The Role of Women in Leadership Positions in Business
INTRODUCTION
The role of women in business leadership positions has received a lot of attention and recognition in recent years. Women have broken through old barriers and carved out their position in the corporate sphere as societal norms continue to change. The significance of women in leadership positions, the difficulties they encounter, and the positive effects they have on businesses are all covered in this article.
HISTORICAL PERSPECTIVE:
Women have traditionally encountered considerable obstacles and few opportunity to take senior roles in business. Women were expected to prioritize home duties according to traditional gender norms, while men were expected to take on roles as providers and decision-makers in the workplace.
Women were underrepresented in business and leadership positions in the early 20th century. The majority of women were restricted to supporting positions like secretarial teaching, nursing, or employment. Few women have the opportunity to advance to influential or leadership roles.
The feminist movement of the 1960s and 1970s raised awareness of gender disparities in the workplace and other areas of life. This movement questioned the societal conventions that fueled gender bias and spurred discussions about the dearth of possibilities for women to hold leadership roles.
Women started breaking down barriers and taking on leadership roles in business as a result of greater knowledge and advocacy. Even though there was a progressive rise in the number of women in managerial positions during the 1980s and 1990s, men still outnumbered women by a wide margin. Women who did succeed in breaking through had to overcome extra obstacles like prejudice, discrimination, and glass ceilings that restricted their opportunities. growth potential.
Early in the twenty-first century, further development was achieved in the direction of gender parity in senior roles. There was an increase in the number of female CEOs and board members of large organizations, proving that women were capable of making important decisions at the highest levels. Though progress has been slow, women still have a difficult time juggling work and home obligations, overcoming gender bias, and dispelling myths about their leadership potential.
Organizations and governments from all over the world have taken action to promote gender equality and empowerment in order to build a more gender-balanced commercial landscape. The playing field has been leveled through programs like quotas for female representation on boards, affirmative action laws, and gender pay equity legislation.
Women continue to hold top roles despite persisting obstacles to have an impact. They contribute a range of viewpoints, collaborative leadership approaches, and an emphasis on inclusiveness and empathy. They encourage future generations of females to pursue their dreams and defy conventional gender conventions, which benefits businesses by enhancing decision-making and fostering creativity.
A long history of hurdles, discrimination, and constrained opportunities is further revealed by looking at the historical viewpoint of women in leadership roles in business. However, improvements in gender equality and shifting societal attitudes have gradually given women more opportunities to overcome these constraints and make valuable contributions as leaders across a range of industries. Future attempts to address the difficulties experienced by women in leadership positions will contribute to the development of a more inclusive and equal business environment.
THE VALUE OF GENDER DIVERSITY IN LEADERSHIP POSITION IN BUSINESS.
In numerous ways, gender diversity in leadership has been shown to be advantageous for organizations. In terms of financial performance, innovation, decision-making, and employee satisfaction, studies repeatedly demonstrate that organizations with diverse leadership teams outperform their competitors. Women contribute distinctive viewpoints, communication methods, and problem-solving abilities that boost creativity, improve risk taking, and promote adaptability.
Organizations gain a lot from having a diverse mix of men and women in leadership roles. The following are some major arguments in favor of gender diversity in leadership role in business:
- Better Decision-Making: Leadership teams that are gender diverse contribute a variety of viewpoints, experiences, and problem-solving techniques. By taking into account a larger variety of viewpoints and reducing groupthink, this diversity in thinking raises the caliber and efficacy of decision-making processes.
- Increased Innovation And Creativity: Gender-diverse teams fosters and generate an environment that is conducive to innovation and creativity. When people with varied backgrounds and experiences get together, they each bring their own special perspectives and ideas, which fosters increased innovation and unconventional thinking.
- Wider Talent Pool: Organizations can access a wider talent pool by encouraging gender diversity in leadership positions. This makes it possible for a wider variety of skills, abilities, and expertise, enriching the talent pipeline as a whole and raising the likelihood of selecting the best candidates for leadership positions.
- A Better Understanding Of The Market: Companies serve a variety of clients in a variety of markets. The demands, tastes, and views of female consumers are better understood when there are more women in leadership roles. Better products, services, and marketing tactics could result from this knowledge. broaden the scope of your customer base.
- Higher Employee Morale And Retention: An inclusive and equitable workplace is produced by gender diversity in leadership roles. When diverse people are in leadership positions, employees feel appreciated and represented, which promotes a sense of belonging and raises morale. This enhances worker retention, productivity, and engagement.Organizations that encourage gender diversity in leadership positions are viewed as progressive, inclusive, and socially responsible.
- Increased Financial Performance: Several studies have found an association between financial performance and gender diversity in leadership. Businesses with diverse leadership teams typically outperform their rivals, reaching higher levels of success. profitability, improved stock performance, and a higher rate of return.
CHALLENGES WOMEN FACE IN ATTAINING LEADERSHIP POSITION IN BUSINESS
Despite advancements, it is extremely difficult for women to hold positions of leadership. Women’s success is still hampered by unconscious bias, stereotypes, and gender bias. Women also face challenges with work-life balance and lack of representation, as well as limited networking possibilities. Through inclusive policies, mentorship programs, and the promotion of a supportive work environment, organizations must actively address these difficulties.
Women confront many obstacles on the path to business leadership roles. Among the principal difficulties are:
- Stereotypes and Gender Bias: Bias and preconceptions with deep roots can impede women’s advancement in leadership positions. Women may be unfairly judged and given fewer opportunities due to preconceived views about their leadership styles, capacity for success, and commitment to their families.
- Insufficient Representation: The lack of Lack of female role models and mentors for prospective women leaders is caused by the presence of women in top leadership roles. Because of this, the stereotype that leadership is predominantly a male domain is maintained, which may deter women from pursuing leadership positions.
- Lack of Access To Networking possibilities: Women frequently lack access to networking possibilities owing to exclusion from informal networks, old boys’ clubs, or lack of engagement in decision-making circles. Networking is essential for career advancement.
- Challenges with job-Life Balance: Women may find it difficult to balance job and family obligations. Women frequently shoulder more responsibility for managing domestic and childcare responsibilities as a result of traditional gender roles and expectations, making it challenging to prioritize professional development and success.
- Discrimination in Performance Evaluation Promotion Procedures: When it comes to performance reviews and promotion decisions, gender biases can have an impact that leaves women’s contributions to the workplace unnoticed or underappreciated. Biases may appear in subjective evaluation criteria, discriminatory treatment, a lack of acknowledgement, or restricted access to high-profile projects.
- Pay Inequality: Women continue to face a gender pay gap, which means they receive less money for performing comparable job than males. This salary gap has an influence on professional advancement and leadership chances in addition to financial stability.
- Limited Access To Leadership Development Programs: It’s possible that conventional leadership development programs don’t address the particular difficulties women encounter or take into account their particular demands. Women’s advancement and preparation for leadership positions may be hampered by restricted access to or exclusion from such programs.
- Insufficient Sponsorship And Mentoring: It might be challenging for women to obtain sponsors or mentors who can support their job progress and offer advice. Accessing possibilities and handling organizational politics require a solid sponsorship or mentorship connection.
- Workplace Culture and Bias: Harsh workplaces, sexist attitudes, and a lack of support for integrating work and life can pose serious obstacles for women. Women may be deterred from pursuing leadership positions by an organization’s culture that does not encourage diversity or fails to handle problems like harassment.
- Maternity And Caregiving Penalties: Missed opportunities, diminished job prospects, or a perceived lack of dedication to one’s work might come from women taking time off for maternity leave or to take care of family members.
It is crucial to handle these issues as a group. to foster an environment that is welcoming and encouraging so that women can succeed and hold senior roles in business.
LEADERSHIP QUALITIES WOMEN BRING
Women executives frequently have special traits that have a favorable impact on business culture and performance. Empathy, teamwork, and good communication are a few of the traits that women in leadership are known for. Their capacity to create connections, encourage teamwork, and develop talent helps to create a workforce that is more diverse and engaged.
Women in business possess a variety of valuable leadership traits. Here are some essential traits that great female leaders frequently possess:
- Effective Communication: Active listening, empathy, and clear articulation are all communication abilities that women typically excel at. These abilities allow individuals to forge enduring bonds, settle disputes, and work productively with a variety of people. teams.
- Emotional Intelligence: Women frequently have high levels of emotional intelligence, which entails being able to recognize and control their own emotions as well as those of others. This skill enables them to motivate and inspire their teams, foster a healthy work atmosphere, and make well-informed decisions that take the emotional impact on people into account.
- Teamwork And Collaboration: Women are frequently adept at encouraging teamwork and developing inclusive work settings. They value different points of view and aggressively solicit feedback from team members, which leads to more creative and comprehensive solutions. They often excel at creating powerful networks and establishing cooperative relationships.
- Resilience and Adaptability: In the face of difficulties and disappointments, women have proven their resilience and adaptability. They frequently have the ability to navigate change and identify Problems can be solved in novel ways. Their success in dynamic business situations is largely attributed to their capacity to adapt and recover.
- Empowerment And Mentorship: Women leaders frequently provide mentoring to ambitious professionals and empowering others a top priority. They are committed to advancing gender equality, diversity, and inclusivity in the workplace. They cultivate an environment that promotes both personal and professional growth by developing and assisting their teams.
- Intuition And Holistic Thinking: Women typically possess a great sense of intuition and are adept at making decisions by taking all relevant facts into account. They frequently pay close attention to the little things, have the ability to perceive the broad picture, and can successfully strike a balance between short-term and long-term goals.
- Multitasking and time management: Many women have mastered these talents. juggling a variety of obligations both at work and at home. Their capacity to manage several activities and responsibilities, particularly in hectic work circumstances, may help them be more effective leaders.
It’s crucial to remember that while these traits are frequently linked to women, they are not exclusive to them. Any person can have leadership qualities, and effective leaders frequently combine a number of different qualities. Diversity in leadership can provide new viewpoints and strengths, which can eventually help firms succeed.
THE NEED TO EMPOWER WOMEN IN BUSINESS LEADERSHIP.
Organizations must use proactive tactics to advance gender equality in leadership. Female talent can be found and developed through programs like leadership development, sponsorship, and mentorship opportunities. establishing objectives for diversity, performing Regular pay equity analyses and the development of family-friendly policies are essential elements in fostering inclusivity.
There are many different aspects or methods that can be used to promote women in leadership positions in business. Among them are:
1.Putting Diversity and Inclusion Initiatives into Practice: Businesses can create and put policies and programs to promote gender diversity and inclusion in place. Establishing diverse leadership development programs, inclusive workplace rules, and gender-balanced recruiting practices are some examples of how to do this.
- Mentorship And Sponsorship Programs: Establishing mentorship and sponsorship opportunities can offer advice, support, and beneficial networking contacts to budding women leaders. The gender leadership gap can be closed by senior executives mentoring and supporting female personnel.
- Initiatives to Develop Leadership: Providing women with specialized leadership development programs can provide them the abilities, knowledge, and and self-assurance to assume leadership positions. These courses may concentrate on topics like strategic thinking, negotiation, and communication.
- Equal Pay And Career Growth Possibilities: It’s critical to guarantee equal pay and give women equal career growth possibilities. To remove gender prejudice, businesses can create open compensation plans and review their promotion procedures.
- Parental Leave And Flexible Work Policies: Family-friendly policies like parental leave, flexible work schedules, and childcare assistance can help women successfully juggle their job and personal obligations. This can remove obstacles and encourage women to advance in their careers.
- Fostering A Diverse And Inclusive Workplace Culture: It’s crucial to foster a workplace culture that values diversity, inclusivity, and respect for one another. This entails tackling implicit biases, advancing gender awareness training, and fostering open communication. Women’s leadership roles can be promoted with the help of gender equality, leadership development, and more resources.
CONCLUSION:
For organizations, having more women in leadership roles goes beyond just advancing gender equality. It also serves a strategic purpose. Embracing gender diversity in leadership opens the door to a plethora of advantages, such as improved productivity, new ideas, and employee pleasure. The trajectory of the 21st-century pattern of doing business will be successfully harnessed by removing obstacles and encouraging inclusivity. However, when the role of women are being displaced or ignored, it’s no surprise for such organization to wax cold as women over the years has proven to become a valuable set of beings within the business and leadership sector that can not be done away with.
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BUSINESS
Adamawa Mortgage Bank Faces ₦10 Billion Lawsuit for Alleged Contract Breach with Wisdom Kwati Smart City
Wisdom Kwati Smart City Ltd, a prominent property development firm based in Abuja, has launched a lawsuit against Adamawa Mortgage Bank Ltd, seeking ₦10 billion in damages. The legal action follows a breach in a joint venture agreement between the two parties for a 20.5-hectare property development in Sangere Village, Yola South, Adamawa State.
The joint venture was established to transform the Sangere property into a large-scale residential development, with work already underway and over 3.5 billion invested in the construction of over 200 housing units and on the estate’s infrastructures. However, tensions arose when Adamawa Mortgage Bank publicly withdrew from the agreement, and without appropriate notice or engagement with the firm, released a statement on The Cable newspaper on November 9, 2024. In its announcement, the bank warned prospective buyers, stating:
“This is to inform the general public that Adamawa Mortgage Bank Ltd is not selling its land at Sangere-Wisdom Kwati Smart City. Anyone buying land at the property does so at his own risk. Take further notice that the bank has withdrawn from the joint venture agreement with Wisdom Kwati Smart City. Thank you. Signed Management.”
Following this statement, Wisdom Kwati Smart City Ltd, led by Chairman Mr. Wisdom Kwati, filed for both an interlocutory and interim injunction. The lawsuit names both Adamawa Mortgage Bank Ltd and its Managing Director, Dr. Noris Giscard Stanley, as defendants, alleging breach of contract and reputational harm caused by the bank’s public renouncement.
On November 14, 2024, the High Court of Justice of Adamawa State issued an interim injunction, temporarily restraining the mortgage bank from further actions related to the property until a resolution is reached. The court has ordered the defendants to respond to the claims and appear before the court within 30 days of receiving the summons.
The implications of the contract dispute are significant, given the current stage of the project. According to representatives of Wisdom Kwati Smart City Ltd, the company has invested over ₦3.5 billion in construction and developmental costs on over 200 buildings currently under construction at the site, of which over 50 units are at the finishing level of construction, and infrastructural development that are well into the third phase of the company’s five-phase development plan.
Industry observers suggest that a swift resolution of the dispute would be in the best interests of both parties and their investors, who rely on the stability of the joint venture to secure their investments. The project, originally designed to develop 317 mixed housing units, is already well past its midpoint, making it highly unreasonable for a partner to withdraw at this stage.
Wisdom Kwati Smart City Ltd has expressed a commitment to seeing the project through to completion and ensuring that stakeholders are kept informed of any significant developments in the case. Despite the legal steps taken, the real estate company has reportedly made several attempts to resolve the matter through dialogue, but the bank has reportedly not been forthcoming.
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Afreximbank Acts as Joint Lead Manager on Ecobank Transnational Incorporated’s USD 400mn Senior Unsecured Note Issuance
The proceeds of the note will fund general corporate purposes of the issuer, including refinancing of a USD350 million senior bridge-to-bond loan facility that was jointly coordinated by Afreximbank in March 2024.
African Export-Import Bank (“Afreximbank”) (www.Afreximbank.com) is pleased to announce that it has successfully acted as Joint Lead Manager and Bookrunner on a USD 400 million 10.125% Rule 144a/RegS senior unsecured note issuance by Ecobank Transnational Incorporated (“ETI”) due in October 2029.
The proceeds of the note will fund general corporate purposes of the issuer, including refinancing of a USD350 million senior bridge-to-bond loan facility that was jointly coordinated by Afreximbank in March 2024.
The note issuance achieved peak orderbook oversubscription of 2.1x, backed by more than 70 high-quality and diverse investors comprising development finance institutions, asset managers, commercial banks and insurance companies from Africa, the UK, USA, Europe and the Middle East.
Professor Benedict Oramah, President and Chairman of the Board of Directors of Afreximbank, commenting on the transaction, said: “We are pleased to have supported Ecobank Transnational Incorporated (“ETI”) in placing the first public Eurobond issuance by any Sub-Saharan African financial institution since 2021, following our bridge financing support earlier in the year. This transaction underscores Afreximbank’s capacity and readiness to structure innovative market access solutions for our pan-African banking partners.”
Afreximbank’s Advisory and Capital Markets (ACMA) department acted as Joint Lead Manager and Bookrunner on the issuance, working alongside international and African partners.
Distributed by APO Group on behalf of Afreximbank.
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BUSINESS
Japan: African Development Bank Celebrates Three Decades of Japan-Backed Trust Fund
Japan: African Development Bank Celebrates Three Decades of Japan-Backed Trust Fund
Over the past three decades, Japan has contributed JPY 5.3 billion ($ 37.4 million) to the PHRDG, supporting 107 projects, with 96 completed and 11 ongoing as of September 2024
The African Development Bank Group (www.AfDB.org) has celebrated the 30th anniversary of the Policy and Human Resource Development Grant (PHRDG), a bilateral trust fund created by Japan in 1994.The initiative has contributed significantly to the development of Africa’s human capital, supporting over 100 transformational projects across various sectors.
Presenting a commemorative publication on the trust fund at the Ministry of Finance in Tokyo on Wednesday, 16 October, Dr Akinwumi Adesina Adesina, African Development Bank Group President said the publication highlights three decades of successful collaboration and the impactful projects funded by the Policy and Human Resource Development Grant, as well as the critical role the grant has played in Africa’s socioeconomic development.
Over the past three decades, Japan has contributed JPY 5.3 billion ($ 37.4 million) to the PHRDG, supporting 107 projects, with 96 completed and 11 ongoing as of September 2024. In recent years, the trust fund has seen a notable increase in contributions, underscoring Japan’s renewed commitment to fostering a climate-smart, resilient, inclusive, and integrated Africa.
Japan’s Vice Minister of Finance for International Affairs, Atsushi Mimura, said he was pleased the country’s partnership with the African Development Bank Group was going well. He pledged continued support, particularly for the African Development Fund, the private sector, and Japanese and African start-ups
“We look forward to deepening Japan’s relationship with the African Development Bank,” he said.
Mimura described the African Development Bank Group’s partnership with the World Bank’s plan to bring electricity to 300 million Africans (Mission 300) as a powerful narrative that draws attention to the continent’s energy needs.
Adesina commended Japan for its strong support of the African Dev?
elopment Fund, noting that the Fund has delivered impressive results. He sought the country’s support on a wide range of issues, including the 17th general replenishment of the African Development Fund, Mission 300 (http://apo-opa.co/3YcTfy2), Special Drawing Rights, the private sector, and start-ups, among others.
“We thank the people of Japan for standing in solidarity with the people of Africa,” Adesina said.
Since its establishment, the PHRDG has been a vehicle for Japan to share its expertise and experience in human resource development, empowering Africans to lead the transformation of their societies and economies. The grant has supported a wide range of projects aligned with Japan and the African Development Bank Group’s shared objective of human capital development. Officials said the projects have laid the groundwork for accelerated economic growth in Africa.
In a foreword to the Policy and Human Resource Development Grant at 30 publication, Deputy Vice Minister of Finance for International Affairs Daiho Fujii, expressed Japan’s pride in celebrating the 30th anniversary of the PHRDG.
“Japan is leading the international community’s efforts to overcome global challenges, particularly those affecting vulnerable populations. Through the PHRDG, we provide technical cooperation to develop the human resources that will drive Africa’s socioeconomic transformation. Our partnership with the African Development Bank Group is key to realizing a more resilient and prosperous Africa.”
As the Policy and Human Resource Development Grant enters its fourth decade, the African Development Bank Group and Japan have expressed eagerness to expand their partnership. With six new projects in the 2024–2025 pipeline, including initiatives in higher education, debt management, and climate-smart agriculture, the trust fund remains a critical tool for delivering impact across Africa, officials said.
Both parties pledged to continue to work hand in hand to unlock the potential of Africa’s human capital, fostering innovation and economic development for generations to come.
Japan–Africa Dream Scholarship Program: Investing in the Future
Among the most impactful PHRDG-funded initiatives is the Japan-Africa Dream Scholarship Program (JADS), launched in 2017. This program aims to develop Africa’s human capital by offering scholarships to high-achieving African students for master’s studies in fields such as agriculture, development economics, energy, and public health. To date, the program has awarded scholarships to 23 students from 10 African countries, two-thirds of whom are women.
Graduates of the JADS program have gone on to make significant contributions to their home countries. Alumni include Mary Yeboah Asantewaa from Ghana, who now works at SORA Technology in Accra, leveraging drone technology to control infectious diseases, and Glory Sibale from Malawi, who joined Tokyo’s Taiyo-Yuka recycling company, focusing on sustainable agricultural project management.
As part of his mission to Japan, Adesina also met with Nobumitsu Hayashi, the Governor of the Japan Bank for International Cooperation, to expand collaboration in key areas, including agriculture, healthcare, energy access, support for youth entrepreneurs, critical minerals, and regional corridors.
Later Wednesday, Adesina met with the leadership of the Association of African Economic and Development Japan, where both parties discussed potential collaborations for impactful projects. He continued with meetings with Kanetsugu Mike, Chairman of Mitsubishi UFJ Financial Group, and Ken Shibuya, Co-Chairman of the Global South Africa Committee of Keizai Doyukai (Japan Association of Corporate Executives).
The African Development Bank president invited business leaders to the 2024 Africa Investment Forum to be held in Rabat in December. Adesina also hosted representatives of the African diplomatic corps, development partners, and the private and public sectors, where they discussed leveraging co-creative relationships with Japanese companies and institutions.
Distributed by APO Group on behalf of African Development Bank Group (AfDB).
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