Beyond Glass Ceilings and Brick Walls - International Labour ...

Furthermore, the studies found that traditionally-held beliefs of management
defined in masculine terms were not valid. So-called feminine traits that were
once felt to be unsuitable for senior executive managers, are being found to be
effective and useful. Often the expectation of women managers is to be “tough”,
“decisive” and “masculine”. However, women managers with “feminine” traits
of leadership are proving to be effective. Thus, it is not necessary for women
to adopt ‘masculine’ traits of leadership. Provided other factors such as the
organizational culture is conducive, feminine leadership styles can also be
effective in enabling the organization to function better and reach its goals.
The studies question traditionally held views of the unsuitability of women for
senior management position - for instance, by stereotyping women in
management. Thus it is increasingly recognized that the suitability of individuals
for management positions should be based on merit.
Yet, gender stereotyping of management is inevitable given the patriarchal
value systems held by most societies. However, with the generation of objective
knowledge and an understanding of social dynamics and organizational behaviour
as well as social activism, opportunities arise to question and dispense with
many false beliefs and myths that perpetuate social injustices and irrational
behaviour. Work relationships and family are being redefined with the help of
technology to incorporate win-win situations for both women and employers.
Taking time off for child bearing and caring was traditionally perceived as a
major problem for employers. Women were discouraged from becoming mothers
in many sectors. Provision was not made for women to take time off for homemaking
or family concerns. But increasingly, women work from home using
technology such as the personal computer, internet and the cellular phone.
Their skills and talents are effectively utilized by the organization while they
work from home taking care of their family, particularly children. Management
has found several advantages with women who have family responsibilities
working from home as reported in regard to several US companies (Aburdene
and Naisbitt, 1994).
Women are also making major adjustments along with their male counterparts
by opting to work and have a family. In the West, the emergence of the ‘multipleoption
family’ is spoken about. The traditional family with the husband as
breadwinner, home maker and children make up only a smaller proportion of
families in USA and UK. This proportion is less than 15 percent.
In Sri Lanka too the traditional nuclear family model is changing. More
than 18 percent of families are headed by females. More women work,
fewer have the luxury of a support system of an extended family; the
proportion of single parent families are on the increase; more young people
opt for careers and postpone marriage; decide to have a fewer number of
children or none at all. The number of couples that dissolve their marriages
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