Gender Issues In The Profession Global Trends, Glass Ceilings And Future Work Patterns IILACE 10 th Anniversary Conference October 2-5, 2008 Presenter: Dr Christina Swart-Opperman Managing Director: CO Holdings cc and KnowledgeWorkx (Namibia)

Objectives Overview of International Situation Challenges Women Experience Possible Solution

Introduction Canadian feminist, Charlotte Whitton, once said “Whatever women do, they must do twice as well as men to be thought half as good. Fortunately, this is not difficult.” (Management Today, 2008)

Why Are Women So Visible? Adapted from: MeaStudio / Senoeni © EuropeanPWN 2008 Hey! A New Board Member? Hey? A Woman! Hey! A Woman!

Attributes of Successful Leadership 1.Basic Intelligence 2.Moral Intelligence 3.Spiritual Intelligence 4.Emotional Intelligence 5.Humility 6.Integrity 7.Hardiness 8.Discipline (Tony Manning: Management Today: July 2008) 9.Inter-Cultural Intelligence (KnowledgeWorkx)

Overview of International Situation Findings, Facts, Statistics AEuropean Professional Women’s Network Board Women Monitor 2008 (Third Bi-annual EuropeanPWN Board Women Monitor 2008) A.1Overall progress remains glacially slow. (Top 300 European companies now have 9.7% of women on their boards, up from 8.5% in 2006 and 8% in 2004.) (Of total of board seats, women occupy 501.) (Average board: 15.1 members -1.5 women.)

Findings, Facts, Statistics continued A.2International diversity is growing faster than gender diversity. A.3Norway by far Europe’s champion ( BSpencer, Stuart Board Index 2007 B.1Significant changes in board composition of the Fortune 500 Boards compared to 2002 (16% women directors against 12% in 2002.) (

Findings, Facts, Statistics continued CGender Matters: McKinsey Report C.1Companies with women in top management outperform those without. ( DMovers and Shakers: The Brains and Bravado behind Business (2003) Bloomsbury Reference Book) Lists 256 “business giants” of whom only 3 women: Estée Lauder, Anita Roddick and Oprah Winfrey.

Shere Hite Report: Statistics (2000) How would you feel if your corporation had an all-women board of directors? (both sexes)  13% startled  16% pleased  38% worried 18% I would not like to work for such a corporation 15% I would like to work for such a corporation

Shere Hite Report: Statistics (2000) continued Do women in middle management believe they can progress to become a member of the board of directors, an executive or CEO? (women only)  41% Yes – it’s a question of working harder than the men around.  22% No – top of company all male.  37% I don’t want to progress upwards in the corporation.

Shere Hite Report: Statistics (2000) continued Do women bosses treat women employees differently from male employees?  Men:91%Yes 9%No  Women:94%Yes 6%No

Shere Hite Report: Statistics (2000) continued How is it going between male and female colleagues? Is there real equality?  Men:26%We treat women at work equally. 23%We treat women at work equally, but they probably do not get paid what we do. 61%I have to admit that the women are just not seriously considered or included.

Shere Hite Report: Statistics (2000) continued How is it going between male and female colleagues? Is there real equality?  Women:15%Feel treated equally. 22%Feel treated equally, but not paid equally. 63%Feel discriminated against in most ways.

Shere Hite Report: Statistics (2000) continued Have you ever been involved in a sexually harassing situation as the one being harassed: (women)  84%Yes, but never reported it.  16%No, this has not happened to me.

Namibia: Legal Profession 1.Currently in Namibia: 50 candidate legal practitioners: 25 whom are females. 2005:23 new legal practitioners were admitted, 12 whom are females. 2006:30 new legal practitioners were admitted, 16 whom are females. 2007:22 new legal practitioners were admitted, 11 whom are females. 2008:24 new legal practitioners were admitted, 13 whom are females.

Namibia: Legal Profession continued 2.Namibia:two female judges (1 present; 1 past). 3.Three female Presidents: Law Society of Namibia

Challenges Women Experience In The Work Situation Organisational Inter-Personal Intra-Psychological Level (Source: D Phil: Dr C Swart-Opperman) “Development of an Assertiveness Programme for Women in Managerial Positions.”

Organisational Level Culture (Self, Organisation) Indirect discrimination Stereotyping Unfavourable Leadership Opportunities Lower Pay Inter-Cultural Differences

Inter-Personal Level Informal Network Lack of Role Models and Mentors Sexual Harassment Leadership Behaviour Woman to Woman Inter-Cultural Differences

How Are Women Doing, Working With Other Women Double standards for judging men and women. Women often hold prejudices against women and act on them. Difficult to relate to women hierarchically. Gender-based expectations of women as sweet, helpful, friendly. Fear of being woman – identified. Women are seen as being rivals. Secretaries often act like they prefer working for a man. Inter-Cultural Differences

Intra-Psychological Level Women’s Attitude about Advancement Self-Confidence Assertiveness Inter-Cultural Differences

What Could Be Done To Change This Situation Organisational Level  Policies based on women specific issues: flexible working arrangements; maternity and paternity leave; sexual harassment; mentoring.  Role sensitization workshops.  Formalised grievance procedures.  Mentorship programmes and training.  Inter-Cultural Intelligence training.

What Could Be Done To Change This Situation continued Inter-Personal Level  Relationships with other women.  Networking with other women within your own organisation and the importance of a mentor.  Supporting each other; forming alliances / effective networking.  Awareness of own leadership behaviour.  Strengths and challenges.

What Could Be Done To Change This Situation continued Intra-Psychological Level  Attitude towards self and other women.  Overcoming internal performance barriers.  Increasing self-confidence, self-regard and assertive communication behaviour.  Stressor identification and management.  Work / Life Balance.  Passion.  Increasing your visibility.

Conclusion “I am not a woman doctor; I am a doctor who happens to be a woman.” (Maria Montessori: 1890’s, Italian Educator.) (Source: PF Drucker “Managing in the Next Society” 2002.)

Thank you for your attention.