Conceptualising Empowerment, Gender and Quota: The Implications of women’s Leadership Styles at Managerial Positions

Abstract

Empowerment is a topic which has been subject to a considerable amount of debate in recent years. Not only is there discussion surrounding what empowerment means and encompasses (Cox et al., 2006), there is also discussion as to how it should be applied effectively (Denham-Lincoln, 2002).  Research in this area indicates that numerous factors impact upon perceptions of empowerment, and it would appear that a combination of intrinsic and extrinsic factors influences the extent to which an individual perceives they are empowered, and even the way in which an individual perceives they are empowered (Cooney, 2004).  This work concentrates on perceptions of female empowerment in senior leadership roles and determines that the most critical factors influencing perceptions of female empowerment are derived from individual approaches to leadership and the extent to which a female is supported in their position.  Unfortunately, the research demonstrates that the actual situation facing female leaders in the workplace and the extent to which they are empowered is significantly less than the ideal state might wish.  Attempts to redress the balance have included discussions surrounding the use of quotas to help empower women (Colney, 2011), and also alternative forms of training and mentoring to help provide women with the necessary techniques and skills to achieve parity in the workplace.  Overall the research establishes that there is no single solution to the problem of empowerment.  This situation is exacerbated by the chasm between perception and reality, with acceptance of equality at surface level but the practical and factual evidence demonstrating significant levels of inequality.  At the close this discussion it is concluded that until these issues are discussed in open forums then it is unlikely that there will be any form of significant change.

The research critically examined the effectiveness of possible alternative practical resolutions to improving female presence and representation in senior management levels and the boardroom, and investigated the effectiveness of quota as a proposed resolution to level the playing field in the business world.