Non-western female leaders face numerous obstacles. These can range from cultural norms and gender bias to stereotypes and more – all of which must be overcome in order to succeed.
Women often face greater obstacles to accessing the same level of support from mentors and sponsors as their male counterparts. This makes it more challenging for women to climb the corporate ladder and secure C-suite positions.
1. Cultural norms
Non-western female leaders may face cultural barriers such as age or experience limitations that shape their leadership styles. These factors may determine which leadership styles women choose and hinder their advancement into senior positions.
Studies have explored the influence of culture on gender roles and leadership (Farh & Cheng, 2000; Hu & Scott, 2016; Pyke & Johnson, 2003). For instance, research has discovered that cultural tightness (i.e., strict social norms) is positively correlated with pathogen prevalence across 86 non-industrialized societies (Jackson et al., 2020), suggesting that stricter norms are deemed more useful during times of pathogen outbreak.
According to this study, Jordanian women leaders perceive religious understandings and socio-cultural values as key influences on their empowerment or disempowerment. Their responses were often grounded in an Islamic feminist worldview and strongly critical of patriarchal interpretations of religious texts.
These findings emphasize the need for further study on how women leaders perceive religion’s role in supporting their ascent into leadership positions. This is especially pertinent given Arab society’s potential contribution towards more equitable, productive, and inclusive societies by increasing women’s representation in executive roles.
To fill this knowledge gap, the present study collected insights from 23 Jordanian women leaders through interviews. These individuals worked in various industries such as education and health care and were asked to describe their experiences and discuss how various social and cultural factors have limited their advancement to leadership positions.
2. Gender bias
Gender bias is an umbrella term for how people’s beliefs about gender can shape their actions, leading to discrimination or injustice. It should be noted that both explicit and implicit prejudice exist – meaning people don’t always realize they are being impacted by stereotyping or prejudice.
Women, girls and other groups perceived as feminine may feel this pressure more strongly. Furthermore, nonbinary people, trans people and others who don’t fit traditional gender roles may suffer as a result.
Many stereotypes are embedded in language, making them difficult to shake. They often get passed down from parents or other influential figures who have a predominant view of what a male or female should look like.
Gender bias can have a lasting impact on women’s careers throughout their lives, particularly those seeking leadership positions.
To effectively combat gender bias in the workplace, you must acknowledge it as a problem and take measures to ensure your organization does not perpetuate these stereotypes. For instance, you could implement policies which promote women and other underrepresented groups across all levels of your business.
You can also train employees on how to recognize gender bias in the workplace and speak up when it occurs. This is an integral part of creating an inclusive culture that values diversity and equality.
Despite the progress that has been made to eliminate gender disparities in the workplace, women still face obstacles that limit their leadership potential. These could include issues with recruiting, mentoring, discrimination or bias.
3. Gender stereotypes
The Office of the High Commissioner for Human Rights defines gender stereotypes as a generalized view or preconception about attributes or characteristics, or roles which should or ought to be held by women and men. These assumptions can have detrimental consequences when they limit someone’s capacity to develop personal abilities and professional capabilities, or restrict their choices in life.
Many studies have examined the effect of gender stereotyping on managerial practices (Durehr & Bono, 2006; Heilman, 1989; Kite, Deaux & Haines, 2008), yet most have found little or no change in managers’ conceptions of women over time.
Other studies have noted changes in organizational language based on gender stereotyping when organizations incentivized their employees to portray female leaders positively. While the shift was small, it still shows that when women become CEOs they are portrayed in more agentic and role-congruent ways.
Researchers have also examined the effect of gender stereotyping on supervisors’ performance evaluations. They have discovered that some supervisors perceive stronger competence signals as a threat to the gender hierarchy and will give lower ratings to female subordinates. Furthermore, these supervisors tend to believe their female employees lack necessary leadership abilities in order to be successful at work.
These findings demonstrate how gender stereotyping can negatively impact women’s careers in organizations, necessitating further research to uncover its causes. By understanding the antecedents and consequences of discrimination against non-western female leaders, we can design social and organizational interventions that reduce these obstacles.
4. Isolation
Isolation, or feeling cut off from social relationships, is a serious problem for many. Those who experience social isolation are more likely to struggle with depression, anxiety and stress and it can have long-term negative effects on their health.
Isolation is a reoccurring issue for women in leadership, particularly non-western countries. It may be caused by various factors such as lack of family support or emotional trauma; it could also be brought on by lifestyle changes like moving to another city or country.
The American Cancer Society points to studies which demonstrate that being isolated can significantly increase your risk of early death from all causes, regardless of race or gender. It has also been linked to cognitive decline, poor cardiovascular function and impaired immunity throughout life.
Women often isolate themselves for lack of social support, mental illness or toxic relationships. Furthermore, many choose to keep to themselves in order to avoid social situations or interaction with others; this can lead to low self-esteem and doubt in one’s abilities.
5. Family responsibilities
Family obligations can present a hurdle for non-western female leaders. Many societies have created hierarchies in which women are typically the primary caregivers and household managers; this structure often carries over into the workplace, potentially impeding women’s advancement in their careers.
In certain countries, this can be especially true. For instance, Zimbabwean women wishing to pursue further studies or training often find it challenging when their children are young due to the lengthy enrolment process that requires time away from family and children (Gwiazda, 2010).
However, in countries which have actively promoted gender equality and opened higher education to women, these obstacles are no longer as daunting. Furthermore, new technologies that save mothers countless hours of childcare and homemaking can make it easier for them to pursue leadership roles at work.
Yet, in spite of these advances, women still face formidable barriers when it comes to achieving leadership positions. This includes the lack of family-friendly policies in many workplaces, gender stereotypes that persist in popular culture, and laws and practices which deny women educational or career opportunities.
Women often face unique obstacles in their professional journey, particularly those seeking to reach the top levels of society. For instance, Saudi Arabia has laws which prevent women from working outside the home or having children (Wood & Egly, 2002). This poses a particular obstacle for female leaders aspiring to lead these nations.
