Women Leadership; a contextual observation of gender base leadership in Pakistan.

Eagly, A. H. (2007) Women have excellent leadership skills, in fact even more

than the men with respect to efficient and effective performance when they are in charge of doing something. But people at corporate level in Pakistan prefer men over women to chair the offices. For women there are two major areas of resistance, one from their very own side; they feel themselves helpless and with low initiative to excel, second the community around consider them of no use as decision makers. It is very difficult for women in Pakistan to maintain their integrity and be dominant as a successor. It is very hard for women to maintain work life balance and thus making it a hard nut to crack to move ahead for excellence and leadership. Normally women have shattered confidence. They have low ambitions and objectives for life to achieve. If they have decided for something and have achieved it they are contended over such achievement, which reduces the spark for beyond limit progress and limiting their chances to lead the masses. Women are allowed to perform their best while maintaining their integrity and self-respect. They can earn respect, sources, goodwill and what so ever a man can. Islam Allow both the genders to struggle and have untiring efforts for the common need to repute, achievement and success. It is social stigma in the Pakistan that the women are considered to remain submissive instead of heading men at work or in social life. Women are considered to be the JUTTI* not more than that of a pair of shoe. Women typically treat women in the same magnitude as men leader do. So the gender discrimination needs to be focused very less while considering women as leaders at work place. It is also observed in the workers relationship that women are given less space and place in the unions to spread their arm length as per their quantifiable share. Women who are vital in progress in the organizations are glass ceiled by certain men or from their own gender to move ahead. Thus creating limit for women venturer to move ahead in the race of leaderships race course. More over before women can leap ahead in practice their study pattern and path is full of labyrinth created by their family poundings, social status, and economic resources arbitration among their sibling. There is a general prejudice among men in Pakistan that women are nothing but a social

partner in family structure. Women are very equal rather many a times seen overwhelmed by the house hold chaos along with active role in livelihood cause for the family. Stereotype for womens existence in the society is a big hurdle for the initiative of many a woman to become a leader of her field. Mostly women are rarely taken to act upon as a contributor for the decisional practices in the family sitting and are taken for granted to obey the patterns set by men influencing them. Its really amaze to observe that the senior women at workplace proactively work with the male counterparts at work predominantly. They are seen very confidence and active in they are contributing and sharing the skill level at work for institutions and organizations they are working for. It is also observed that female as leader are selected when risk is very obsess and there are rare chances of growth, it could have two dimensions, firstly the stereotype that women are bad performers and losing the lost game is no issue, secondly the smooth and unchallenged maturity of women to react in risky circumstances. Women are seemed to remain chill and un-shattered at the time of unrest than men. The 1st Director of Walls in Pakistan is an example of such a challenging endeavor to give Unilever a SBU of great resonance among ice-cream lovers. Women in Pakistan are may be confused or shattered in the way to plan for their career as they were during their educational developments path. When they are with parents before wedlock they seem dependent of parents, siblings for the major decisions of their educational plans, afterward their social partner decides over or have a major influence in the decision of career development of growth for them. In fact this is not the end of the scam. The need to reshape their selves for their offspring as well too, for their upbringing, education, living and ultimately for the success or failure of their social lives too.
Eagly, A. H. (2007), Normally there is no thumb rule or model for a success in

leadership but traditionally women take few patterns of mens style of leadership to execute well in manufacturing concerns in industry. It is out of question that women are widely enjoying unchallenged success in services industry thus associating them with tenderness, choosy and premature sense of predicting the unwanted things before they happen.

Many women tend to use their soft skill and use democratic leadership style and effective and efficient way of communication and correspondence in hypes and hard cells. Practically speaking democratic style is unwelcomed in leadership domain as the leaders are supposed to be in forefront and visible in standing rather being democratic. It has been observed in area under observation that both genders predominately prefer male definition of leadership in execution rather than diplomacy. Mostly women seem themselves to be a good team player and in supportive role, thus limiting their access to become a leader hence causing more men to lead as compared with women. As for as the confidence associated with becoming a leader is not questionable in women at all, because they are leaders in certain industrial and organizational standings they are working for. Women are very good leaders in different contexts like nursing, care giving, counseling, psychology, and gaining peace in unrest. Normally women bump at the execution phase because they have fewer chances for practicing their abilities. Women are responsible for many other responsibilities so they avoid taking responsibility or initiative as they would have to scarify on or another aspect of their areas of concern or areas of influence for such added responsibilities thus limiting their chances to become a success story in the race of leadership. Culturally it is observed that when we talk about leaders the gender dominance arises in the mind and men are supposed to be the subject under consideration. The men are predominant in the context of leadership in Pakistan. There is alike response for men and leadership while disparate response for women and leadership. It is also observed that it is natural and traditional to have separate roles for both genders in the society. But on the other hand when women are in top positions as directors and board members, it results in more efficient and more effective outcomes and it also causes minimum conflicts among members of board and stakeholders.

On the other hand for women it is pretty difficult to maintain the personal relations as men can, thus hinder the smoothness of execution like men can do in the execution of corporate plans, operational plans and managerial duties. Why? Because women are deemed to maintain family dimensions

rather developing personal relations and meeting and greeting the professional circles as their counterpart men can do. Figurehead is the first role a manager has to be in. In Pakistan women were considered to stay at home and do work chaos, or if they are working even then they are supposed to remain an open secret that they are not working to support family of husband, thus limiting womens figurehead position up to a great extent. If we talk about the rich and blessed families their females are more vibrant to be exposed off as the dominant member of the firm instead to being kept secret. Simply the fact that it is considered unwelcomed that a female should work to support family. Secondly being leader at workplace women are responsible to fast the pace of work, create congeal work environment and create good work conditions, along with motivating the subordinates to foster minds at work to create a proper work atmosphere that works for the organizational objectives best. Women are unmatched success in this characteristic of a good manager that leads towards a success story for women to be leader at workplace. Liaison to create a poll of information from outside the organization and develops and maintains a circle of professional and work related group(s). To retain updated and well equipped to the new happenings women needs to be in this role of liaison that is rarely welcomed by the sociocultural values and norms for working women in Pakistan. Monitoring and taking position as a win-win is the core to be a successful manager and leader in fact, so for women it is very tactful and up to very extend they are successful too. Women like men are well versed in correspondence and negotiation; they do disseminate work related information as vivid as men can do. So women can execute the role of dissemination well that leads to be a good leader. Women are considered welcomed in the media and as a spokesperson for the firms. They are more widely employed in the position of media coordination, as spokesperson and dealing masses to deliver to convey policies, practices and performance of the firm. This role also assists women to head as leaders at their concerned territory to be an acceptable leadership post.

A good leader is a change agent, the ability to design and initiate change and its real time execution is the responsibility. Pakistani women have very rare entrepreneurial abilities that ultimately resist them to be leaders. As discussed by Herzberg disturbance handling is the key role of a good manager and ultimately for a good leader, a g Good leader is supposed to be prominent and at a visible position when there is some disturbance or unwanted even has happened. Thus fewer women in Pakistan have exposure to contingencies, thus limiting their chances to be leaders in fact. Managers and leaders are resource allocator and holders of organizational resources. Undoubtedly women have a very diverse exposure of budgeting and planning at not only their work places but also as a house hold. So they are assumed to be good allocator and managers of the sources and resources of the organization. Negotiation skills are the essence of a well-built leader and manager at workplace. There are number of events and times when women are exposed to negotiation, arbitration and into breaking the deadlocks. Hence by putting the Ten Managerial Roles essential for managers and leaders the working women can be gauged as effective or ineffective set, to be a leader in organizational standing. All the observational study and discussion with different individuals from different working men and women has been conducted through a well-constructed open ended discussion and interviews. Randomly 20 individuals, 10 women and 10 men were selected from banks, educational institutions; insurance companies were selected and interviewed.

Turnitin Originality Report 2nd Psychology by Muhammad Shoaib From Waheed Liaqat (mp)

Processed on 04-Jul-2012 14:08 PKT ID: 257031322 Word Count: 1836

Similarity Index 0% Similarity by Source Internet Sources: 0% Publications: 0% Student Papers: 0% sources: There are no matching sources for this report. paper text: Women Leadership; a contextual observation of gender base leadership in Pakistan. Women have excellent leadership skills, in fact even more than the men with respect to efficient and effective performance when they are in charge of doing something. But people at corporate level in Pakistan prefer men over women to chair the offices. For women there are two major areas of resistance, one from their very own side; they feel themselves helpless and with low initiative to excel, second the community around consider them of no use as decision makers. It is very difficult for women in Pakistan to maintain their integrity and be dominant as a successor. It is very hard for women to maintain work life balance and thus making it a hard nut to crack to move ahead for excellence and leadership. Normally it is stereotyped that women have shattered confidence. They have low ambitions and objectives for life to achieve. If they have decided for something and have achieved it they are contended over such achievement, which reduces the spark for beyond limit progress and limiting their chances to lead the masses. Women are allowed to perform their best while maintaining their integrity and self-respect. They can earn respect, sources, goodwill and what so ever a man can. Islam Allow both the genders to struggle and have untiring efforts for the common need to repute, achievement and success. It is social

stigma in the Pakistan that the women are considered to remain submissive instead of heading men at work or in social life. Women are considered to be the JUTTI* not more than that of a pair of shoe. Women typically treat women in the same magnitude as men leader do. So the gender discrimination needs to be focused very less while considering women as leaders at work place. It is also observed in the workers relationship that women are given less space and place in the unions to spread their arm length as per their quantifiable share. Women who are vital in progress in the organizations are glass ceiled by certain men or from their own gender to move ahead. Thus creating limit for women venturer to move ahead in the race of leaderships race course. More over before women can leap ahead in practice their study pattern and path is full of labyrinth created by their family poundings, social status, and economic resources arbitration among their sibling. There is a general prejudice among men in Pakistan that women are nothing but a social partner in family structure. Women are very equal rather many a times seen overwhelmed by the house hold chaos along with active role in livelihood cause for the family. Hoyt, C. L. (2010) Stereotype for womens existence in the society is a big hurdle for the initiative of many a woman to become a leader of her field. Mostly women are rarely taken to act upon as a contributor for the decisional practices in the family sitting and are taken for granted to obey the patterns set by men influencing them. Its really amaze to observe that the senior women at workplace proactively work with the male counterparts at work predominantly. They are seen very confidence and active in they are contributing and sharing the skill level at work for institutions and organizations they are working for. It is also observed that female as leader are selected when risk is very obsess and there are rare chances of growth, it could have two dimensions, firstly the stereotype that women are bad performers and losing the lost game is no issue, secondly the smooth and unchallenged maturity of women to react in risky circumstances. Women are seemed to remain chill and un-shattered at the time of unrest than men. The 1 st Director of Walls in Pakistan is an example of such a challenging endeavor to give Unilever a SBU of great resonance among ice-cream lovers. Women in Pakistan are may be confused or shattered in the way to plan for their career as they were during their educational developments path. When they are with parents before wedlock they seem dependent of parents, siblings for the major decisions of their educational plans, afterward their social partner decides over or have a major influence in the decision of career development of growth for them. In fact this is not the end of the scam. The

need to reshape their selves for their offspring as well too, for their upbringing, education, living and ultimately for the success or failure of their social lives too. Normally there is no thumb rule or model for a success in leadership but traditionally women take few patterns of mens style of leadership to execute well in manufacturing concerns in industry. It is out of question that women are widely enjoying unchallenged success in services industry thus associating them with tenderness, choosy and premature sense of predicting the unwanted things before they happen. Many women tend to use their soft skill and use democratic leadership style and effective and efficient way of communication and correspondence in hypes and hard cells. Practically speaking democratic style is unwelcomed in leadership domain as the leaders are supposed to be in forefront and visible in standing rather being democratic. It has been observed in area under observation that both genders predominately prefer male definition of leadership in execution rather than diplomacy. Mostly women seem themselves to be a good team player and in supportive role, thus limiting their access to become a leader hence causing more men to lead as compared with women. As for as the confidence associated with becoming a leader is not questionable in women at all, because they are leaders in certain industrial and organizational standings they are working for. Women are very good leaders in different contexts like nursing, care giving, counseling, psychology, and gaining peace in unrest. Normally women bump at the execution phase because they have fewer chances for practicing their abilities. Women are responsible for many other responsibilities so they avoid taking responsibility or initiative as they would have to scarify on or another aspect of their areas of concern or areas of influence for such added responsibilities thus limiting their chances to become a success story in the race of leadership. Culturally it is observed that when we talk about leaders the gender dominance arises in the mind and men are supposed to be the subject under consideration. The men are predominant in the context of leadership in Pakistan. There is alike response for men and leadership while disparate response for women and leadership. It is also observed that it is natural and traditional to have separate roles for both genders in the society. But on the other hand when women are in top positions as directors and board members, it results in more efficient and more effective outcomes and it also causes minimum conflicts among members of board and stakeholders. On the other hand for women it is pretty difficult to maintain the personal relations as men can, thus hinder the smoothness of execution like men can

do in the execution of corporate plans, operational plans and managerial duties. Why? Because women are deemed to maintain family dimensions rather developing personal relations and meeting and greeting the professional circles as their counterpart men can do. Figurehead is the first role a manager has to be in. In Pakistan women were considered to stay at home and do work chaos, or if they are working even then they are supposed to remain an open secret that they are not working to support family of husband, thus limiting womens figurehead position up to a great extent. If we talk about the rich and blessed families their females are more vibrant to be exposed off as the dominant member of the firm instead to being kept secret. Simply the fact that it is considered unwelcomed that a female should work to support family. Secondly being leader at workplace women are responsible to fast the pace of work, create congeal work environment and create good work conditions, along with motivating the subordinates to foster minds at work to create a proper work atmosphere that works for the organizational objectives best. Women are unmatched success in this characteristic of a good manager that leads towards a success story for women to be leader at workplace. Liaison to create a poll of information from outside the organization and develops and maintains a circle of professional and work related group(s). To retain updated and well equipped to the new happenings women needs to be in this role of liaison that is rarely welcomed by the sociocultural values and norms for working women in Pakistan. Monitoring and taking position as a win-win is the core to be a successful manager and leader in fact, so for women it is very tactful and up to very extend they are successful too. Women like men are well versed in correspondence and negotiation; they do disseminate work related information as vivid as men can do. So women can execute the role of dissemination well that leads to be a good leader. Women are considered welcomed in the media and as a spokesperson for the firms. They are more widely employed in the position of media coordination, as spokesperson and dealing masses to deliver to convey policies, practices and performance of the firm. This role also assists women to head as leaders at their concerned territory to be an acceptable leadership post. A good leader is a change agent, the ability to design and initiate change and its real time execution is the responsibility. Pakistani women have very rare entrepreneurial abilities that ultimately resist them to be leaders. As discussed by Herzberg disturbance handling is the key role of a good manager and ultimately for a good leader, a g Good leader is supposed to be prominent and at a visible position when

there is some disturbance or unwanted even has happened. Thus fewer women in Pakistan have exposure to contingencies, thus limiting their chances to be leaders in fact. Managers and leaders are resource allocator and holders of organizational resources. Undoubtedly women have a very diverse exposure of budgeting and planning at not only their work places but also as a house hold. So they are assumed to be good allocator and managers of the sources and resources of the organization. Negotiation skills are the essence of a well-built leader and manager at workplace. There are number of events and times when women are exposed to negotiation, arbitration and into breaking the deadlocks. Hence by putting the Ten Managerial Roles essential for managers and leaders the working women can be gauged as effective or ineffective set, to be a leader in organizational standing. All the observational study and discussion with different individuals from different working men and women has been conducted through a well-constructed open ended discussion and interviews. Randomly 20 individuals, 10 women and 10 men were selected from banks, educational institutions; insurance companies were selected and interviewed Bibliographical References:
1. Hoyt, C. L. (2010), Women, Men, and Leadership: Exploring the Gender Gap at the Top. Social and Personality Psychology Compass, 4: 484498. doi: 10.1111/j.17519004.2010.00274.x 2. Eagly, A. H. (2007), FEMALE LEADERSHIP ADVANTAGE AND DISADVANTAGE: RESOLVING THE CONTRADICTIONS. Psychology of Women Quarterly, 31: 112. doi: 10.1111/j.1471-6402.2007.00326.x 3 Eagly, A. H. (2007), FEMALE LEADERSHIP ADVANTAGE AND DISADVANTAGE: THE CONTRADICTIONS. Psychology of Women Quarterly, 31: 112.

RESOLVING

doi: 10.1111/j.1471-6402.2007.00326.x