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City University of New York (CUNY) City University of New York (CUNY)

CUNY Academic Works CUNY Academic Works

Publications and Research York College

2013

Women, Leadership, and Transformation in Africa: A study of Women, Leadership, and Transformation in Africa: A study of social and structural factors affecting women’s participation, social and structural factors affecting women’s participation, decision-making processes and leadership capabilities in Nigeria decision-making processes and leadership capabilities in Nigeria Remi Alapo

CUNY York College

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Presented at the 38th Conference of

New York African Studies Association (NYASA) Institute for Global Cultural Studies at

Binghamton University (SUNY), New York April 5-6, 2013.

Remi Alapo

University of Phoenix, Arizona

WOMEN, LEADERSHIP AND TRANSFORMATION IN AFRICA: A study of social and structural factors affecting women’s

participation, decision-making processes and leadership capabilities in Nigeria.

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Women and Leadership in Africa

Women around the world are fighting for equality and

justice against issues that are affecting them such as:

• Globalization

• Affirmative action

• Salary based on qualifications and equal work

• Breaking the glass ceiling

• Gender based violence

• Forced marriages

• Access to education

• Conflicts

• Ability to be included in key decision – making and negotiating areas

• Harmful traditional practices i.e: Female genital mutilation or FGM

• Cultural norms and practices i.e. role in the home

• Societal values: general perspectives of what and how a woman should and should not be

• Social structures how a woman should or should not behave

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Women and Leadership in Africa: Pax Africana

v Women in Africa continue to face enormous setbacks regarding development and

leadership capabilities (Igunboh, 2005; Manuh, 1998; & Okome, 2000):

v Socio and economic roles

v Sexual division of labor

v Decision-making (Igunboh, 2005; Okome, 2002; & Osiruemu, 2004).

v Struggle and advocacy for:

v Social

v Political

v Economic inclusion.

v Through various coalitions and efforts :

v Affirmative Action

v CEDAW

v Gender and Constitution

v Women marginalization: social, political and economic

v gender mainstreaming

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Societal Misfits

Ø

Many of the

societal misfits

are rooted in colonial

ruling practices which counter women’s progress and

are carried over to infiltrate and dominate modern day

social structures based on societal misfits.

Ø

Other factors affecting women’s leadership in Africa

include

religious practices or mores, limited

resources, broken down social support structures.

Ø

Furthermore, women are not given full

access to

networks

, and they often do not receive the

leadership

support

needed for growth.

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Purpose

v

Understand the dimensions of gender and

culture as they relate to women’s

leadership in a post-colonial Nigerian

society:

v

What are the general attitudes of peers, and

subordinates, including men towards women

in leadership positions?

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Methodology

v

Qualitative phenomenological study examined:

“Women’s leadership in Nigeria, and the social and

structural factors affecting their participation,

decision-making, and leadership in Nigeria.”

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Pre-Colonial Organizations and Leadership

Ø

Personal: Socialization

Ø

Internal: Family Culture

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Post – Colonial Organizations & Leadership

Ø

Social boundaries

Ø

External factors

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Obstacles to Women’s Leadership

(Organizational Culture)

Leadership behavior

Styles

Goals

Structure

Culture (organizational)

Strategies of organizations

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Obstacles to Women’s Leadership

(Cultural Factors)

Beliefs

Values

Ideals

Religion

Norms

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Cultural Factors and Leadership in Nigeria

Nigeria is a culturally inclusive society.

Cultural factors affect leadership of women and men in

differently.

Societal constructs.

Decision-making relies on patrilineal family and social

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Family/National Culture (responses)

— “From my point of view, culture perceptions in Nigeria affect the leadership role of

women because our culture does not easily embrace the concept of women holding leadership positions in the society. Men are perceived as the head of the family even where, as is the case these days, women are the bread winner” (Respondent 010).

— “In Nigeria, the national culture is at least on the surface supportive of women in

leadership positions, at the family level it varies. The more wealthy families tend to want women out of the workforce - unless the woman is leading an organization that is socially geared e.g. wedding planner” (Respondent 013).

— “Family culture both nationally and locally have had influence on women leaders.

Parents are raising their female children with the advice to maintain good morale fortitude. Female leaders are tasked not to bring shame to the family or community, but to lead exemplary lifestyles” (Respondent 030).

— “National culture for women these days in Nigeria is not as intense as 10 to 20 years

ago. This is the same for family culture, as women nowadays are heads of organizations and heads of families. In the past, it was a taboo for many women to be in leadership positions or even head households making more money that their husbands. Times are changing” (Respondent 031).

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“What are the general attitudes of peers, and subordinates,

including men towards women in leadership positions?”

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View by peers and colleagues:

How do your peers and subordinates (both men and women) treat you as a woman in a leadership position?

— “As a woman in leadership, I have personally received more support from

men. The view is that that because I’m a woman, I am probably not as

strong, and should be propped and aided. There’s been more difficulty with the women, and I guess that boils down to uncouth competitiveness. “If she can do it, why can’t I?” (Respondent 009).

— They treat me with respect but the women seem to think that I should

be more sympathetic when they are late to work and give reasons for been late” (Respondent 003).

— “As a woman of power within the group, the subordinates always appear

loyal to my office where all usualy seems well on the peripheral, but the men would always want to excert thier dominiaring attitudes were as the the women would run thier conspiracy sessions all in my absence as a leader” (Respondent 005).

— “Subordinates (especially the older men) are not very respectful and easy

to work with Gen X women in leadership positions” (Respondent 017).

— “Very well, I have not faced any limitation. I have also not encountered any

sexism any conflict from other who belong to the Generation X regarding my management and leadership styles” (Respondent 019).

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Conclusion: Women and leadership in Nigeria

(1) Acceptance of more women in leadership

positions.

(2) Many Nigerians are more aware (both males &

females) of gender advancement issues

(3) The need for gender-mainstreaming in

Nigerian leadership and organizational

management.

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Conclusion: Pax Africana

21st century African women in leadership positions have to adapt to

changing organizations, and balance their leadership styles based on the general societal expectations from a male-dominated society:

— Obstacles are rooted in colonial ruling practices — Gender and ethnicity

— Globalization

— Today’s variants are:

◦ a mixture of colonial deconstruction established prior to European invasion

◦ post-colonial social structures ingrained or imbedded in the socio-cultural fabric of the Nigerian society

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International instruments

UN SC RES 1325

Convention on All Forms of Elimination of

Discrimination Against Women (CEDAW) – (1981)

Beijing Platform for Action (BPA)-(1985)

UN RES 1325 on Women, Peace and Security-(Oct

2000)

UN Women-(May 2011)

NGO 1325 -Working Group on Women, Peace and

Security-(Oct. 2000)

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References

Abdalla & Al-Homoud, 2001;

Ahiauzu, 1984

Bryman, 1987; Dastmalchian et al., 2001; (Dastmalchian et al., 2001;

Ejiofor, P.N.O. 1987. Management in Nigeria: Theories and issues. Onitsha, Nigeria:

Longman.

Holmberg & Åkerblom, 2007;

Igunbor, D. (Jun., 2005). Towards effective women’s leadership in a globalized world. Paper presented at “When women gain, so does the world” of IWPR’s eight International Women’s Policy Research Conference. Local Government Service Commission, Delta State. Keller, 2003;

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References

Kriger & Seng, (2000)

Ling et al., (2000)

Okome, M.O. (Oct. 2010). International Bulletin of Missionary Research.

Making

headway: The introduction of Western Civilization in Colonial Northern Nigeria. 34(4), 236.

Okome, M., O. (n.d). Domestic, Regional and International Protection of

Nigerian women against discrimination: constraints and possibilities. African Studies Quarterly 6(3).

Okpara, J.,O. (2007). The effect of culture on job satisfaction and organizational

commitment: A study of Information System Managers in Nigeria.

Journal of African Business. 8(1), 113-130. Okpara, (1996)

Pasa et al., (2001) Pekerti (n.d)

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References

United Nations. (May 14, 2011). UN Women. The United

Nations Entity for Gender Equality and Women’s

Empowerment.

United Nations. (Oct. 2000). Women and Peace and

Security: Implementation of Security Council

Resolution1325 (2000).

Women Watch.

United Nations. (Sep. 1995). Report of the fourth world

conference on women.

United Nations Department for

Policy Coordination and Sustainable Development.

A/conf.177/20.

United Nations. (Sep. 1981). Convention on the

Elimination of All Forms of Discrimination Against

Women, CEDAW.

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This presentation later became a part of the published product for the publication below. All references contained in this presentation slides can be

found on the reference pages of the book.

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Remi Alapo, Ph.D

University of Phoenix, Arizona

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