a study on socio- psychological barriers faced by women ...barriers are among the most difficult to...

Journal of Advance Management Research, ISSN: 2393-9664

Vol.06 Issue-04, (April 2018), Impact Factor: 4.73

Double-Blind Peer Reviewed Refereed International Journal - Included in the International Serial Directories

Journal of Advance Management Research, ISSN: 2393-9664 (JAMR) http://www.jamrpublication.com email id- [email protected] Page 23

A Study on Socio- Psychological Barriers Faced by Women Leaders in IT Companies with

Special Reference to Coimbatore

Dr. K.Vidyakala1,

HoD(i/c), Department of Business Administration, PSGR Krishnammal College for Women, Coimbatore,

Tamil Nadu

Dr. S. Poornima2,

Associate Professor, HoD (Rtd.) & Associate Professor , Department of Business Administration, PSGR

Krishnammal College for Women, Coimbatore, Tamil Nadu

Dr. J. Sheela3,

Assistant Professor, Centre for Women’s Studies, PSGR Krishnammal College for Women, Coimbatore,

Tamil Nadu, India

Mrs. Raji Jennet4,

Research Scholar (FT), Department of Business Administration, PSGR Krishnammal College for Women,

Coimbatore

Ms. Preetha C5

Management Student, Department of Business Administration, PSGR Krishnammal College for Women,

Coimbatore

Abstract:

Women are playing an increasing and significant role in today's economy. Women have more conspicuous

presence as managers and executives in organizations. In many bureaucracies, whether they are

governmental or corporate, most of the top positions are held by men. Gender roles are instead socially

constructed classifications that are inspired and furthered by the predominant influence of patriarchy

within society, communities, and families. The present study discusses about the socio-psychological

barriers faced by women leaders in their organization i.e.; job related stress, gender related barrier, glass

ceiling, socio cultural beliefs and how they affect the leadership position. The study was conducted among

75 women leaders in IT company’s and the results of the study shows that socio-psychological barriers

faced by women in leadership in IT sector arises due to work life balance.

Keywords: women in leadership, socio-psychological barriers, gender roles, job stress, work life balance.




Journal of Advance Management Research, ISSN: 2393-9664 (JAMR) http://www.jamrpublication.com email id- [email protected] 4

Introduction

The focus on women leadership has grown recently, due to the fundamental gains women have achieved

in the workplace. There had been several definitions for leadership; leadership is a complex phenomenon

that touches on many other important organizational, social and personal processes. It depends on a

process of influence, whereby people are inspired to work towards group goals, not through coercion, but

through personal motivation. Research demonstrates, however, that despite an increased presence of

female employees in mid-management positions, executive positions across the globe continue to be

Women’s advancement in the workplace has taken significant strides in the past 50 years. The movement

has challenged the perception of predetermined gender roles as “natural” dominated by men. Women

are generally concentrated in the lower, supportive positions necessary to keep this male leadership in

power. Thus, the power, prestige, and privileges of those in positions of power, generally males, depend

on the subordinate position of women. This ordering of power thus has serious consequences for women's

leadership.

In this study mainly focused on various socio-psychological barriers faced by women leaders in IT

companies. One of the basic challenges for societies involved in intractable conflict which aspire to embark

on the road of peace is to overcome this barrier and begin to construct a new repertoire that facilitates

the process of peace making and prepares the society members to live in peace. With regard to individual

skill, one has to watch him carefully constantly and make an effort to overcome your deficiencies or

problems in communicating. It is useful to understand how barriers develop in persons and what problems

prevent communication from being successful. People have personal feelings, desires, fears and hopes,

likes and dislikes, attitudes, views and opinions. Some of these are formed by family background and social

environment; some are formed by individual’s own intelligence, inherited qualities, education and

personal experiences. Problems of understanding, interpretation and response to communication arise

partly from our socially-learnt attributes and partly from our personal attributes. These are called socio-

psychological barriers. Following, socio-psychological barriers operate at the emotional level.

Job Related Stress:

Work-related stress is of growing concern because of its significance in economic implications of

the organizations. Job stress is different from general stress as along with individual element it also

has organizational and job related elements. Caplan et al. (1975) stated that stress refers to any

characteristics of the job environment which pose a threat to the individual. Job stress can be defined

as an employee’s awareness or feeling of personal dysfunction as a result of perceived conditions or

happenings in the workplace, and the employee’s psychological and physiological reactions caused by

these uncomfortable, undesirable, or threats in the employee’s immediate workplace environment.

Gender Related Barriers:

Gender barriers to communication arise because men and women have a different way of

communication and each feels uncomfortable while talking to the other because of the basic





differences in communication styles. They facing problems in work place like sexual harassment, Lack

of family support, poor security and unequal pay.

Glass Ceiling:

The term is commonly used to describe the invisible barrier that blocks women's chances of

further promotion or advancement up the corporate ladder. The glass ceiling is not simply a barrier

for individual women, but it also applies to women as a group, who are kept from advancing simply

because they are women. Subtle, indirect obstacles as a result of labelling or stereotyping place

stumbling blocks in the career paths of many women (Doris R. Jakobsh-2012).

Social Culture Beliefs:

Cultural attitude some women are able to transcend and rise to positions of leadership but more

often than not, it means having to jungle cultural expectations with their leadership roles. At various

times throughout history, working women were viewed as immoral and unfeminine objects of pity.

Some critics accused working women of being negligent mothers. Frequently, women employees

were not taken seriously by their bosses, colleagues, or society. Having a career posed challenges for

women due to their family responsibilities. Women were expected to perform duties as wife and

mother, in addition to fulfilling their professional responsibilities, some women experienced feelings

of guilt or selfishness if they put their career interests first, because women’s work and family

demands were simultaneous, these demands had a significant impact on women’s careers.

Objectives of the Study:

To analyse the demographic factors of women in leadership

To analyse the barriers faced by women leaders.

Review of Literature:

Margaret (2012), investigated the effect of social cultural beliefs on career progression of women in

Kenya’s civil service, the data was obtained through a descriptive survey involving 324 women in middle

and senior management in selected government ministries a structured questionnaire with likert scale

questions was used to collect data from the respondents. An interview was also conducted with the

human resource managers. The study used the feminist theory to explain the status and experience of

women in organizations across organizational structure. The findings of the study revealed that cultural

barriers are among the most difficult to remove, as they are often subtly enforced by both men and

women. They are seen as immutable The study provides an evidence on the effect of social cultural beliefs

and offers recommendations on what the society as well as individuals can do to change their perception

on women in society.

Osibanjo Adewale Omotayo et.al,(2013), found the effect of glass ceiling on female career advancement

in the Nigeria Police Force (NPF). The statistical analysis was based on 198 respondents in the NPF

indicating cultural role expected of the female gender makes a significant predictor of the female career





advancement. Also, career plan and higher education make significant contributions to the studied

dependent construct. The effect of counterproductive male behaviour contributed positively but did not

make significant statistical contribution to the prediction of the survey dependent construct. However, it

is therefore recommended that organizations (both private & public) embark on enlightenment campaign

and also incorporate equal opportunity employment policy in their company or organizational policies.

Claramma (2007), examined the presence and pervasiveness of Glass-ceiling, as affecting the career

prospects of women professionals in Kerala. This study was conducted on 350 women professionals in

Kerala. Women professionals in three different cities in Kerala- Thiruvananthapuram, Kochi and

Kozhikode, and, four professional groups-Doctors, Engineers, Lawyers and Chartered Accountants-

constituted the sample for the study. The theories of Symbolic Interaction and Gender Inequality have

been adopted as conceptual frame for analysis. The results reveal that though different strategies are

resorted to meet the demands of career on family, the pattern of coping strategies are similar among all

professional groups. Though conflict is pervasive in both the domains, the work domain is seen as a slightly

greater source of conflict than the family domain. The prevalence of glass-ceiling is confirmed and it is

found that it denies due appreciation and ruin the career prospects of women professionals.

Methodology

Type of Research: The present study is descriptive in nature.

Area of the study: The study was conducted among the women leaders IT Companies in Coimbatore.

Sample Size: A sample size of 75 respondents is selected using convenience sampling technique.

Tools used for analysis: Percentage analysis, Descriptive statistics

Analysis and Interpretation: The collected data is processed, classified, and interpreted using the

following statistical analysis:

Percentage Analysis

Percentage Analysis refers to a specified kind which is used in making comparison between two or more

series of data. Percentages are based on descriptive relationship. It compares the relative items. Since the

percentage reduces everything to a common base and thereby allow meaning comparison.

1.1 Age of the Respondents

The following table shows the age of the respondents.

Table No: 1.1





Age of the Respondents

Source: Primary data

Interpretation: The above table shows that 50.7% of the respondents belong to the age between 20-30

years, 24.0% of the respondents belong to the age between 31-40 years, 18.7% of the respondents belong

to the age between 41-50 years and 6.7% of respondents are above 50 years.

Chart No: 1.1

Chart showing the age of the respondents

1.2 Marital Status of the Respondents

The following table shows the marital status of the respondents.

Table No: 1.2

Marital Status of the Respondents

Sl. No Marital

Status

No. of

Respondents

Percentage

(%)

1. Married 36 48.0

2. Unmarried 35 46.7

3. Divorcee 2 2.7

4. Widow 2 2.7

TOTAL 75 100.0


0

100

20-30 31-40 41-50 above 50

50.724 18.7 6.7

Res

pon

den

ts

Age

Sl.No Years No. of

Respondents

Percentage

(%)

1. 20-30 years 38 50.7

2. 31-40 years 18 24.0

3. 41-50 years 14 18.7

4. Above 50 years 5 6.7

TOTAL 75 100.0





Interpretation: The above table shows that 48.0% of the respondents are married, 46.7% of the

respondents are unmarried and 2.7% of respondents are divorcees and widows.

Chart No: 1.2

Chart showing the marital status of the respondents

1.3 Educational Qualification of the Respondents

The following table shows the educational qualification of the respondents.

Table No: 1.3

Educational Qualification of the Respondents


Interpretation: The above table shows that 6.7% of the respondents are diploma holders, 28.0% of the

respondents are degree holders, 30.7% of respondents are master’s degree holders, 22.7% of the

respondents are professional degree holders and 12.0% of the respondents have some other qualification.

0

10

20

30

40

50

married unmarried dovorcee window

48 46.7

2.7 2.7

Res

po

nd

ents

Marital Status

Sl. No Education No. of

Respondents

Percentage

(%)

1. Diploma 5 6.7

2. Degree 21 28.0

3. Master’s degree 23 30.7

4. Professional 17 22.7

5. others 9 12.0

TOTAL 75 100.0





Chart No: 1.3

Chart showing the educational qualification of the respondents

1.4 Mother Tongue of the Respondents

This following table shows the mother tongue of the respondents.

Table No: 1.4

Mother Tongue of the Respondents

Sl.No Mother Tongue No. of

Respondents

Percentage

(%)

1. Tamil 46 61.3

2. Hindi 4 5.3

3. Kannada 11 14.7

4. Malayalam 7 9.3

5. Other languages 7 9.3

TOTAL 75 100.0


Interpretation: The above table shows that 61.3% of the respondents are Tamil, 5.3% of the respondents

are Hindi, 14.7% of respondents are Kannada and 9.3% of respondents are Malayalam and the other some

languages.

010203040

6.7

28 30.722.7

12

Res

po

nd

ents

Education





Chart No: 1.4

Chart showing the mother tongue of the respondents

1.5 Occupation of the Respondents

The table shows the occupation of the respondents.

Table No: 1.5

Occupation of the Respondents

Sl. No Occupation No. of

Respondents

Percentage (%)

1. Team leader 40 53.3

2. Project manager 26 34.7

3. Associate

manager

9 12.0

TOTAL 75 100.0


Interpretation: The above table shows that 53.3% of the respondents are Team leaders, 34.7% of the

respondents are Project managers and 12.0% of respondents are Associate managers.

0

50

10061.3

5.3 14.7 9.3 9.3R

esp

on

den

ts

Mother Tongue





Chart No: 1.5

Chart showing the occupation of the respondents

1.6 Total Experience of the Respondents

The table shows the total experience of the respondents.

Table No: 4.1.6

Total Experience of the Respondents

Sl. No Experience No. of

Respondents

Percentage

(%)

1. Less than 2 years 24 32.0

2. 3 years - 4years 31 41.3

3. 6 years – 9 years 16 21.3

4. 10 years and

above

4 5.3

TOTAL 75 100.0


Interpretation: The above table shows that 32.0% of the respondents have less than 2 years, 41.3% of the

respondents have above 3-4 years, 21.3% of the respondents have 6-9 years and 5.3% of the respondents

have 10 years and above experience.

0

20

40

60

teamleader

projectmanager

associatemanager

53.3

34.7

12R

esp

on

den

ts

Occupation





Chart No: 1.6

Chart Showing the Total Experience of the Respondents

2. Descriptive Statistics

The following are the descriptive statistics methods used in the study which was analysis using

SPSS software version 16.0.

Mean

Standard Deviation

2.1 Job Related Stress

The following table shows the descriptive statistics of the job related stress.

Table No: 2.1

Job Related Stress

Statements N Minimum Maximum Mean Std.Deviation

Feeling that you have too little authority to carry out the responsibility assigned to you.

75

2

5

3.40

1.305

Being unclear on just what the scope and responsibilities of your job are.

75

1

5

2.89

1.439

Not knowing what opportunities for advancement and promotion exist for you.

75

1

5

2.88

1.335

Thinking that you’ll not be able to satisfy the conflicting demands of various people over you.

75

1

5

3.23

1.391

Feeling that you are not fully qualified to handle your job.

75

1

5

2.93

1.266

Not knowing what your senior manager thinks of you, how she/he evaluates your performance

75

1

5

2.67

1.359

The fact that you can’t get information needed to carry out your job

75

1

5

3.37

1.206

0

10

20

30

40

50

less than2yrs

3yrs-4yrs 6yrs-9yrs 10yrsand

above

32

41.3

21.3

5.3R

esp

on

den

ts

Total Experience





Having to decide things that affect the lives of individual people that you know

75

1 5

3.19

1.430

Feeling that you may not be liked and accepted by the people you work with.

75

1

5

3.31

1.197

Feeling unable to influence your immediate senior manager’s decisions and actions that affect you

75

1

5

3.52

1.178

Not knowing just what the people you work with expect of you.

75

1

5

2.91

1.367

Thinking that the amount of work you have to do may interfere with how well it gets done

75

1

5

3.43

1.164

Feeling that you have to do things on the job that are against your better judgment

75

2

5

3.83

1.032

Feeling that your progress on the job is not what it should be or could be.

75

1

5

4.03

1.090

Feeling that you have too much responsibility and authority delegated to you by your senior superiors.

75

1

5

3.36

1.301

I struggle to juggle work and non-work 75 1 5 3.57 1.307

Sometimes I get so charged up emotionally that I am unable to consider many ways of dealing with my problems

75

1

5

3.27

1.436

Average mean 3.28

Interpretation: The above table shows the agreeability of the job related stress among the respondents.

The highest mean score of 4.03 implied that the respondents have job related stress. The lowest mean

score of 2.67 implied that the respondents are neutral in their opinion towards job related stress. The

average mean score of 3.28 implied that respondents are neutral in their opinion towards job related

stress.

2.2 Gender Related Barriers

The following table shows the descriptive statistics of the gender related barriers.





Table No: 2.2

Gender Related Barriers


My Organization has pro-active diversity

policies especially for gender equity to

encourage women employees

75

1

5

4.41

.773

Gender becomes important career-wise

especially above a certain level of

hierarchy.

75

2

5

4.27

.664

Women hold themselves back in their

careers particularly due to social

pressures

75

2

5

4.20

.838

Women have lower self-esteem and

tend to be more self-effacing than men

in the same career level

75

1

5

4.01

1.133

Peers communicate well with one

another in accomplishing tasks

irrespective of their gender. (Such as

team work, information sharing and

achieving common goals.)

75

1

5

3.99

1.225

Bosses/team leaders consider gender in

delegating job assignment/ picking

members for a team/project

75

1

5

3.32

1.117

I feel safe at your workplace especially

while putting in late hours.

75

1

5

2.55

1.417

Observed or experienced any form of

sexual harassment at this company.

75

1

5

1.83

1.018

My organization have a zero tolerance

policy towards sexual harassment

75

1

5

2.69

1.452

There is gender –discrimination in my

profession.

75

1

5

3.19

1.238

Women are promoted more slowly than

men in my profession.

75 1 5 3.51 1.277

There is no ‘pay-equality’ in my

profession.

75 1 5 3.28 1.321

Male domination of senior positions 75 1 5 3.57 1.317

Average mean 3.45

Interpretation: The above table shows the agreeability of the gender related barriers among the

respondents. The highest mean score of 4.41 implied that the respondents have gender related barriers.





The lowest mean score of 1.83 implied that the respondents are neutral in their opinion towards gender

related barriers. The average mean score of 3.45 implied that respondents agree in their opinion towards

gender related barriers.

2.3 Work Life Balance

The following table shows the descriptive statistics of the work life balance.

Table No: 2.3

Work Life Balance


Family demands limit my career

performance

75

1

5

4.05

1.089

Family matters haunt me while I am at

work.

75

2

5

3.95

.868

Family responsibilities prevent my Career

growth

75

1

5

4.08

1.088

Family responsibilities are so time

consuming, that I get no time for career

‘updating’

75

2

5

4.24

1.011

I compromise on career growth to

accommodate the needs of family.

75

1

5

4.32

.681

I am preoccupied with my job related

matters even when I am at home.

75

3

5

4.24

.541

Women’s conflicting work and family

demands

75

2

5

3.92

1.136

Average mean 4.11

Interpretation: The above table shows the agreeability of the work life balance among the respondents.

The highest mean score of 4.32 implied that the respondents have work life balance. The lowest mean

score of 3.92 implied that the respondents are neutral in their opinion towards work life balance. The

average mean score of 4.11 implied that respondents agree in their opinion towards work life balance.

2.4 Barriers of Glass Ceiling

The following table shows the descriptive statistics of the barriers of glass ceiling.





Table No: 2.4

Barriers of Glass Ceiling


Some people say there is an invisible

barrier or a GLASS CEILING that hinders

women from advancement to upper

management positions

75

2

5

4.21

.934

Corporate structures and practices that

favour male employees

75

1

5

3.52

1.143

Male employees feels discomfort with

having female managers/ superiors

75

1

5

3.81

1.182

Management's tendency is not to

assign women to challenging/high

visibility projects

75

2

5

3.76

.956

I feel a glass ceiling exists in my

organization

75

1

5

3.91

1.232

In my organization,

competitiveness/assertiveness in

women is viewed as a negative trait

75

1

5

3.04

1.299

Women in senior management

positions face frequent putdowns of

being too soft or too hard

75

2

5

4.05

.899

Average mean 3.76

Interpretation: The above table shows the agreeability of the barriers of glass ceiling among the

respondents. The highest mean score of 4.21 implied that the respondents have barriers of glass ceiling.

The lowest mean score of 3.04 implied that the respondents are neutral in their opinion towards barriers

of glass ceiling. The average mean score of 3.76 implied that respondents agree in their opinion towards

barriers of glass ceiling.

2.5 CULTURAL BARRIERS

The following table shows the descriptive statistics of the cultural barriers.





Table No: 2.5

Cultural Barriers


Language barriers may make it difficult to

communicate effectively

75

1

5

3.83

1.045

Cultural beliefs are hostile to women

career advancement

75

1

5

4.13

.777

Traditional attitude of women as weaker

sex has an effect on women career

progress

75

1

5

3.88

1.090

Cultural differences may inhibit internal

and external subordinates from being

comfortable enough to open up, socialize

or bond.

75

2

5

4.24

.732

Traditional perceptions of leadership are

often associated with predominantly

male qualities

75

1

5

4.11

1.085

Women are expected to take up more

family responsibilities than men, where

familial commitment and values are

deeply entrenched in the culture

75

2

5

4.29

.851

Average mean 4.08

Interpretation: The above table shows the agreeability of the cultural barriers among the respondents.

The highest mean score of 4.29 implied that the respondents have cultural barriers. The lowest mean

score of 3.83 implied that the respondents are neutral in their opinion towards cultural barriers. The

average mean score of 4.08 implied that respondents agree in their opinion towards cultural barriers.

Suggestions

Women leaders are not able to balance their work and career. So the organizations should support

women leaders like crèche facility, flexible timings, and work at home.

Women leaders are unclear with their scope and responsibilities of their job and not knowing what

their opportunities for advancement and promotion existing for their job. So they need training.

Since the respondents lack proper communication with their peers at times, the team leaders should

conduct frequent discussions among their teams to promote gender equality.





Conclusion

The results of this study suggest that socio-psychological barriers of women in leadership in IT sector

arises from job related stress and gender related barrier. In job related stress they are more unclear with

their work and they feel that they are not qualified to handle their job due to gender related barriers.

Stress is a growing problem in the workplace. The problems due to high levels of stress are exhibited

physically, psychologically and behaviourally by an individual. This because women need to play multiple

roles in which they are not able to provide full potential. Some of them consider this difficult task as a

burden while some others may take as opportunity to prove their leadership efficiency. So self-motivation

and continues encouragement from the management can psychologically improve their ability to work.

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