Q. In the past, we have seen that women struggled in a male-dominated society and how being a woman was considered a handicap. Do you think the scenario has changed now?
A. It has started to change, but we still have a long way to go. There is a growing body of research that shows women make good leaders and good entrepreneurs. We cannot leave women untapped from being drivers of economic growth or leaders in civil society or politics. While we look at some of the challenges facing the world today, in terms of growing inequities and economic crises; we need to tap women because of the different leadership skills they bring, and their ability to bridge inequities. It is true that women have been held back and they continue to be held back, but that is beginning to change, and that is the trend I see.
We have had a lot of research in this area pointing to the fact that companies, communities and countries have to tap women as drivers of economic growth. They have to include women in their economy, which means girls education, access to finance, training for women entrepreneurs, providing extra help for training women inside corporations. As companies have started to see women as important investment, there have been a lot more dollars flowing into CSR programmes and strategic business programmes to advance women in emerging markets and inside corporations. So, private sector can play a role in shifting the way people see women and value them in economy and largely in society.
Q. In many developed countries, statistical surveys reveal that the percentage of young women enrolled in higher education is greater than men. Does that suggest women are taking a lead in terms of education?
A. In many countries, this is true. In the United States, you see more women in law schools than men, and more women graduating than men. However, you do not necessarily see women achieving beyond certain middle management. So, what is happening is women here are coming into the workforce at a faster rate, but they are hitting the ceiling at middle management, and only few women are able to rise above. It could be a problem of how women are valued, women’s confidence and skills. We believe mentoring can help them in overcoming some of the hurdles that they otherwise are unable to, like visualise the next step or negotiate for the next role. It is mentoring that can provide the experience, support, confidence and guide women
Q. Being in a formal position of power is not always equivalent to being a leader. How would you define leadership?
A. Recently, we have released a book The Power of Women Leading Change Around the World and have shared the lessons on leadership and the new perspective on leadership that we have learnt over 15 years working with women across cultures, communities and sectors. It is right that leadership is not about titles, positions or education, but the actions and decisions you take on a daily basis and seizing the opportunity and not waiting for an invitation to move forward. Women’s motivation for leadership often comes from stepping forward to make change and not just acquiring a certain leadership position. Women’s motivation to seek power is to empower people, situations and issues, rather than obtaining it for the sake of getting it.
We believe leaders are deeply into the communities in which they operate. Leaders have deep empathy, which is interesting because that is not necessarily the quality that all leaders are known to hold. We believe that women have a unique ability and desire to connect and empathise.
Another thing we have observed is that sustainable change is not about getting other people to follow, it is about bringing people on a common ground that come from different perspectives. They might also disagree with you on other points. We also believe that women think in both ways, and they do take risks in a different way and with different motivations. Lastly, what we have seen with thousands of women across cultures and communities is the desire to give back. Leadership is much about service, the power does expand when it is shared in the community.
Q. Is it true that women equate leadership with perfection in a way that men do not do?
A. I think that women often tend to be harder on themselves, they fear failure more than men, and this is another reason why women are cautious in taking risks. There is a great statistic in the U.S. that women who run for political office have to be told seven times by seven different people that they should do it. It is probably because of culture, the way women are seen and valued in the society. Women need that extra motivation, which again brings us to the point that mentoring is the core of leadership. Leadership is a responsibility in addition to the opportunity. So, there is an opportunity with leadership to make change and have success but there is also responsibility to pay for it and mentor others. Those who avail mentoring are more likely to mentor others, so the idea is to ignite a chain reaction.
Q. Many studies reveal that women are seen as better leaders by those around them. Then why are they still under-represented, especially at the most senior levels?
A. It is a matter of time. I will not say women are better leaders, they are different leaders and they excel in leadership in different areas than men. The lines between men’s and women’s leadership are going to blur. When I first started interviewing successful top women executives 15 years ago, I asked them if women lead differently? They would often say that women leadership is similar to men. This was because women wanted to be accepted in the male-dominated world, Now, the equation has changed.
