Women’s Leadership in India – A Conceptual Reflection – Jammu and Kashmir Latest News | Tourism

Tina Bhat
With the changing social and cultural patterns of society, there has been a continuous shift to promote greater gender diversity as an organizational strategy acting as a key driver of business performance to achieve advantage. competitive. Moreover, the organizational culture in India is largely dominated by the fact that men are seen as more focused and career oriented. As women’s participation in leadership positions begins to increase, female leaders continue to develop effective leadership skills in order to thrive with compassion, empathy, and cooperation in order to compete in a male work environment.
Indian women who constitute 40 percent of students enrolled in several professional institutes including science and engineering, management, medicine, legal studies, aeronautics, etc. expect rewarding career opportunities in the private sectors rather than emphasizing the security of lower-paying jobs in teaching or government service. They move into operations, sales, technical, finance, marketing and other areas. Due to the social transformation, aspirational mindset and lifestyle of the society, many middle-class families, especially in large urban cities, have begun to realize that their aspirations at a higher level higher life are closely associated with having their daughters and single mothers. -law who are well educated and can contribute significantly to the family income. Women are increasingly involved not only as business leaders, but also as social scientists, doctors, engineers, academics, lawyers, entrepreneurs, etc. ups, relationship to men through family of origin, marriage, procreation as well as patriarchal attributes. Therefore, the perspective that generally dominates is based on the fact that women are unable to manage the perfect balance between their personal and professional front. They lose their career momentum after motherhood. The Indian nation represents the culture where women are given the crown of “ruler” at home. While fulfilling their dual roles, it is perceived that they place the highest priority on their family, which negatively impacts their performance gaps in their career growth ladder. While highlighting the issues and complexities faced by female leaders, most business founders generally face a contradictory view that there is a shortage of effective female leaders in today’s global corporations, while in Conversely, women leaders believe that companies do not follow transparent measures of performance evaluation.
A study conducted by Harvard Business Review (2019) reveals that women in leadership positions are perceived to be as effective as men. In fact, they were found to be more competent than men based on various key leadership capacities encompassing resilience, integrity, initiative, collaboration, networking, creativity, problem solving, etc. As a result, social stereotypes that women are not expected to lead in leadership positions have serious career consequences. Thus, it is imperative that organizations transform recruitment and promotion decisions to ensure that eligible women are given serious consideration.
Women can be advanced into leadership roles by strengthening a system that encourages them to educate them on global leadership skills through a setup that encourages career development, diversity and work-life balance to help achieve organizational goals. Such development initiatives enable women leaders to enhance their knowledge, skills and abilities needed to lead businesses in a global environment leading to greater growth resulting in aggregate revenue as multinationals deploy their unique blend of talents and expertise of women in the workforce. Also, there has been a significant change in attitude among men towards their female counterparts and holding leadership positions in global organizations.
Although India is known as a booming economy in the global market, women still face many challenges in seeking leadership opportunities as well as in executing managerial positions in sectors such as manufacturing, services, university administration, etc. culture, women go the extra mile to become super women by going against the tide of pre-set norms and following their passion. However, based on the above discussion, the things mentioned below are some of the factors that prevent women from advancing and expanding their careers, listed below:
Organizational culture: Cultural practices promoting gender-blind practices in recruitment, selection, promotion, retention, etc. contribute significantly to the absence of women around the corner of the office. Moreover, the social environment of an organization is predominantly dominated by men. With the increase in the number of female executives in all sectors, they tend to adopt similar behaviors and/or idiosyncrasies to their male counterparts in order to thrive in the male work environment.
Relationships in the workplace: The association of female executives with their mentors, bosses and other colleagues is the major challenge. Women are inhibited in the workplace due to their limited access to skilled mentors. Many people prefer to have same-sex mentors because they tend to understand the challenges most often encountered. On the other hand, men don’t face such obstacles and at the same time just don’t want to frame a woman, thinking that women are more emotional and less good at problem solving and because of the risk problems of sexual harassment at work.
Globalization: Globalization presents many new barriers for women at middle and senior levels, as they have more responsibilities and higher expectations than before. Corporate relocations force senior executives to relocate to new towns, cities, and nations. This presents a significant barrier for many women with families and working spouses or significant others. Similarly, women may also encounter resistance in other cultures to female leadership.
Intrinsic Motivation: Many women lose their will to excel due to numerous obstacles in their career progression. These barriers include discrimination, stereotypes, prejudices, family demands and lack of opportunities.
Lifestyle Conflicts: In many cases, female executives face dual role conflicts. Changing job demands and promotion may force many women to choose between family and career. Very few female CEOs and executives prefer having children because of the impact it would have on their careers. Conversely, many women voluntarily quit their jobs due to family decisions. On the other hand, there has been a sharp drop in the percentage of women who quit their jobs once they have children. Moreover, once a woman has children, she does not hesitate much to travel and work long hours due to her responsibilities at home, which further hinders her chances of promotion.
Stereotypes and leadership styles: Many organizations consider masculine characteristics such as assertiveness, aggression, etc. as part of success and achievement. While women are perceived as modest, calm, disinterested. As such, these modest specs can be considered non-executive hardware. Entities desire a leader who will execute, take criticism, and act to the best of his or her ability.
Bias related to marital status: In addition, employers may be biased against married women as well as single women in perceptions relating to employability, which can further impact important decisions regarding promotions, dismissals, etc. Additionally, unmarried single women are believed to have fewer social responsibilities. and are expected to work longer than working married women while, on the other hand, employers consider the employability of married men to be more favorable than that of single men. It is believed that with increased financial responsibilities after marriage, men tend to show increased stability, dedication and commitment to their job profiles. Thus, significantly, biases related to marital status continue to exist as one of the major challenges facing women in India.
To conclude, women’s leadership in India despite a deeply rooted patriarchal culture, it is quite paradoxical that India has produced countless female leaders over the years, including Indira Gandhi, India’s first female Prime Minister; Pratibha Patil, India’s first female president; Kiran Bedi, the first female Inspector General of Police in India; Indira Nooyi, the first woman and the first person of Indian origin to lead Pepsi Co. and Chitra Ramakishna, the first female CEO of the National Stock Exchange, India’s main stock exchange. These female leaders continue to be role models for all aspiring young Indian women as they have reached the pinnacle of their careers and left their mark on the new generation of female leaders. A higher proportion of female employees in India hold managerial positions compared to their counterparts in other parts of the world.

Mara R. Wilmoth