Women Managers in Egypt Vs. India & US Managers

Agenda

Introduction

Women in Senior MNG/ Workforce/

Unemployment

Women in India/US/Egy

pt

Leadership Characteristics Males/Females

Comments &

ConclusionWomen in Economy

Survey & Data Analysis

Management Jargon

• Today’s jargon in Management is associated with consultative styles and high levels of interpersonal skills ……..women’s management styles

• Business women use positions of authority to create a supportive, nurturing environment.

• Men use positions of authority to create a hierarchal environment in which they issue orders and expect obedience.

Introduction

• A study In 2005, a year-long study conducted by Caliper, a Princeton, New Jersey-based management consulting firm, and Aurora, a London-based organization that advances women which identified leadership characteristics that distinguish women leaders from men

Leadership Characteristics Males/Females

Leadership Characteristics Males/Females-

Cont.The women leaders scored significantly higher than male leaders in ego-drive, assertiveness, willingness to risk, empathy, urgency, flexibility and sociability.

The women leaders were in the mid-range on ego strength which was lower, though not significantly, than male leaders.

Ego

Drive

Asser

tivnes

s

Risk

Taki

ng

Empat

hy

Urgen

cy

Socia

bility

0%

20%

40%

60%

80%

100%

FemaleMale

Ego

stre

ngth

Empat

hy

Flex

ibili

ty

Socia

bility

Asser

tivnes

s0%

20%

40%

60%

80%

100%

FemaleMale

Leadership Characteristics Males/Females-

Cont.Leaders of both genders shared well above average levels of abstract reasoning and idea orientation. Interestingly, the women leaders were lower than their male counterparts in thoroughness

Women leaders scored significantly lower than male leaders in external structure and cautiousness. And they have very high scores in abstract reasoning.

Empat

hy

Flex

ibili

ty

Socia

bility

Urgen

cy

Abstra

ct R

eson

ing

Idea

Orie

ntatio

n

Thou

ghness

0%

40%

80%

FemaleMale

Exte

rnal

Struct

ure

Cautio

snes

s

Urgen

cy

Risk

Taki

ng

Abstra

ct R

eson

ing

0%20%40%60%80%

100%

FemaleMale

Women/Men Management Styles

• Men’s styles :• Task-oriented

• Autocratic

• Command-and-control

• Punishment-oriented• Women’s styles :

• Team players

• Democratic

• Transformational

• Reward-oriented

A Quote To Remember

A feminine way of leading includes helping the world to understand and be principled about values that really

matter

Women in Economy

• Women are a powerful force for sustainable economic growth. • Women’s participation in economic activity brings benefits at both micro and macro

levels.

At the macro level there is a positive correlation between female labor force participation rates and economic growth.

At the micro level the participation of women in the labor force is beneficial for the welfare of the family (income, health, children’s education etc.).

Women in Economy

• Women now represent 40 % of the global labor force

• The female labor force participation in the economy has reached 50 % over the past two decades

Women in Senior Management

Workforce

45%

55%

USA Workforce

Fe-male

22%

78%

India Workforce

FemaleMale

23%

77%

Egypt Workforce

FemaleMale

Unemployment

10%

90%

Unemployment

Unem-ploymentemployment

13%

87%

Unemployment

Unem-ploymentEmployment

7%

93%

Unemployment

Unem-ploymentEmployment

Female Unemployment

6%

94%

Female Unmployment % from Workforce

UnemployedEmployed

7%

93%

Female Unemployment % from workforce

UnemployedEmployed

25%

75%

Female Unemployment % from workforce

UnemployedEmployed

MaleUnemployment

4%

96%

Male Unemployment % from workforce

UnemployedEmployed

7%

93%

Male Unemployment % from Workforce

UnemployedEmployed

10%

90%

Male Unemployment % from Workforce

UnemployedEmployed

USAIndia

Egypt

Perspectives on Women in Management in India 2012

Female managers: • Only 2% of management• Only big corporations, like HSBC

Reasons: • Caste system• Cinderella Complex• Glass Wall and Concrete Wall effects

• Indian women managers tend to be:• More aggressive, very urgent• Least empathetic and least flexible• They take risks and launch new ideas

• Out of 131 countries, India ranks 11th from the bottom in female labour force

participation.

• India’s National Sample Survey Organization (NSSO): falling female participation from

+40% (mid-1990s) to 29% (2004-05) to 23% (2009-10) and 22.5% (2011-12)

• Women constitute over a fifth of the organized sector workforce (2012).

• Unorganized sector jobs are marked by: poor wages - poor quality of work -

absence of social protection

Women in India

USAIndia Egypt

USA

Due to Equality, USA women managers show no peculiar attitudes and no extremes.

Fortune 500 Executive Officer

Positions Held By Women ( %)

Forbes (December 2013):

USA women managers:

• Connection

• Empathy

• Emotional cue-taking

• Consensus-building

• Risk-taking

• Mutuality

• Questioning as their leadership style.

• Life, family and work priorities clash fiercely.

USA

US Management Professional & Related Occupations held by women (%)

Fortune 500 Women CEOs (%)

USA

India Egypt

• Hierarchical structures

• Managing authority consultatively

• Final, firm authoritative decision.

• Subordinates follow and dispute & criticism are not expected or appreciated.

• Cautious and do not take too many risks

• Decision-making is slow

Egyptian Women Management Style

Challenges Facing Egyptian Women SOCIAL, ECONOMIC AND LEGAL EMPOWERMENT OF EGYPTIAN WOMEN United Nations

Development Programme (UNDP) United Nations Entity for Gender Equality and the Empowerment of Women (UN Women)

United Nations Population Fund (UNFPA)26 November, 2013

Social Challenges • Lack of

awareness on social rights; high illiteracy rates; inequality in education.

Economic Challenges• Persistent and

increasing burden of poverty on women ; high rate of unemployment among women.

Political Challenges • Lack of

awareness on political rights; biasness against women in decision making positions.

Legal Challenges • Discrimin

atory laws/policies; limited access to justice

Institutional Challenges• Lack of

qualitative and quantitative data and evidence based research and centers; lack of strong enforcement mechanisms to apply equality

Cultural Challenges• Discrimination

culture against women; stereotyping of women; misconceived public perception on women’s rights and status.

• ForcefulnessAssertiveness • ViolenceAggressiveness • Inner need to persuade others for gaining gratification Ego Drive• UnderstandingEmpathy• Self ConfidenceEgo Strength • Willingness to take necessary risksRisk Taking • Sense of immediacyUrgency• CarefulnessCautiousness• OutgoingnessSociability• CompanionabilityGregariousness• AdjustmentAccommodation• Uncertainty Skepticism• Apply problem-solving techniquesAbstract Reasoning • Originality or creativityIdea Orientation • Attention to detailsThoroughness• Willingness to modify ones approachFlexibility• Ability to determine and direct prioritiesSelf Structure • Sensitivity to StructureExternal Structure

18 A

sp

ects

d

efi

nit

ion

s

• Due to Large population and time constraints ,we calculated the sample size based on the below formula:

• n =

• And as we don’t have the mean of the population so we assumed that the sample mean will be 0.5 and the accepted error is 9.4%

• n = n = n = 113

• We tested 59 women Managers with error of 13% and confidence level 0f 87%

• = 13%

Survey

Survey

Top Box Methodology:

• The idea behind this practice is that you're getting only those that are expressing a strong attitude with a statement. This applies to standard like item options (strongly disagree to strongly agree) The appeal of top-box scores is that they are intuitive. It doesn't matter if the ratings are about agreeing, it's basically only considering the highly opinionated 

Data Analysis

49%23%

28%Top Box Methodology

sum ( 1 , 2 )

3

So based on that we choose sum of 1 & 2 to apply it on the Chart

Comments

External Structure: USA is the highest which is

matching with their culture and nature, on the other side Indians ranked the

lowest which is against their nature

Accommodation, Egyptian women managers are in between managers in US

and India, abnormally Indians are the lowest

scores

Abstract Reasoning, Indians are the highest and Egyptian

women come the lowest, men and women are above average in caliper’s study

Correlation Analysis  ASSERT Aggres

EGO-DRI

Empathy

EGO-STR

RISK TAKI

URGENCY

CAUTIOUS

SOCIABILITY

GREGARIO ACCO

SKEPTI

ABST REASO

N

IDEA ORIENT THOROU FLEXIB

SELF-STRUC

EX STRUC

ASSERTIVENESS 1.0

Aggressive -0.4 1.0EGO-DRIVE -0.3 0.5 1.0Empathy 0.6 -0.5 -0.5 1.0

EGO-STRENGTH 0.4 -0.5 -0.5 0.5 1.0

RISK TAKING 0.2 0.0 -0.1 0.1 -0.1 1.0URGENCY -0.1 0.3 0.2 -0.2 -0.1 0.2 1.0CAUTIOUs 0.4 -0.1 -0.2 0.4 0.3 0.3 0.0 1.0

SOCIABILITY 0.5 -0.6 -0.4 0.7 0.4 0.1 -0.3 0.3 1.0

GREGARIO 0.4 -0.5 -0.4 0.5 0.4 0.1 -0.2 0.2 0.7 1.0ACCOMMOd 0.5 -0.3 -0.3 0.6 0.4 0.3 0.0 0.4 0.5 0.4 1.0SKEPTICISM 0.5 -0.3 -0.3 0.6 0.4 0.2 0.0 0.5 0.6 0.5 0.6 1.0

ABST REASON 0.3 -0.2 -0.3 0.4 0.3 0.3 0.1 0.5 0.4 0.4 0.4 0.4 1.0

IDEA ORIENT 0.4 -0.3 -0.2 0.4 0.3 0.4 0.1 0.4 0.3 0.4 0.4 0.5 0.6 1.0THOROUGHNE

SS 0.1 0.0 0.1 0.2 0.1 0.1 0.2 0.3 0.3 0.2 0.2 0.3 0.3 0.3 1.0

FLEXIBILITY 0.6 -0.5 -0.4 0.6 0.6 0.0 -0.2 0.4 0.6 0.6 0.6 0.6 0.4 0.4 0.2 1.0

SELF-STRUCTURE 0.3 -0.1 -0.1 0.3 0.3 0.3 0.1 0.5 0.3 0.2 0.5 0.5 0.5 0.5 0.3 0.3 1.0

EXTERNAL St. 0.1 0.0 0.0 0.1 0.2 0.0 0.2 0.4 0.0 0.1 0.1 0.2 0.3 0.3 0.4 0.2 0.4 1.0

Correlation AnalysisBy studying the correlation between some aspects, some were positively high as:

Flexibility & Assertiveness = +0.6

Empathy & Skepticism = +0.6

Flexibility & Empathy = +0.6

Assertiveness & Empathy = +0.6

Gregariousness & Sociability= +0.7

Sociability& Empathy =+0.7

Ego Strength & Flexibility= +0.6

Abstract Reasoning & Idea Orientation= +0.6

Other aspects correlation were negative:Correlation Analysis

Sociability & Aggressiveness= -0.6

Flexibility & Aggressiveness = -0.5

Ego Strength & Aggressiveness= -0.5

Ego Drive & Empathy= -0.5

Females

Males

Assertiveness

Assertiveness

CaliperAssertiveness in Egyptian women is less than 50%

Risk Taking

Risk Taking

Caliper Risk Taking in Egyptian women

is 30%

EmpathyEmpathy

Caliper Empathy in Egyptian women is less than 50% CautiousnessCautiousness

Caliper Cautiousness in Egyptian women is more than 50%

Females

Males

Males

Females

Females

Males

Thoroughness

Thoroughness

Caliper Thoroughness in Egyptian women is more than 50%

Males

Females

Based on the outcome we conclude that Egyptian Female Managers are striving to prove them selves in the working environment and overcome stereotyping that resulted from Religious and cultural background

• Close Community

• Wasn’t allowed to express herself

• Restrictions

Conclusion

धन्यवा�द

Thank You

شكرا