It states the characteristics of Women Managers compared to Indian an American Managers

1. Women Managers in Egypt Vs.
India & US Managers

2. Agenda
Introduction
Leadership
Characteristics
Males/Females
Women in
Economy
Women in
India/US/Egypt
Women in Senior MNG/
Workforce/
Unemployment
Comments
&
Conclusion
Survey & Data
Analysis

3. Introduction
Management Jargon
• Today’s jargon in Management is associated with consultative
styles and high levels of interpersonal skills ……..women’s
management styles
• Business women use positions of authority to create a supportive,
nurturing environment.
• Men use positions of authority to create a hierarchal environment
in which they issue orders and expect obedience.

4. Leadership
Characteristics
Males/Females
• A study In 2005, a year-long study conducted by Caliper, a
Princeton, New Jersey-based management consulting firm, and
Aurora, a London-based organization that advances women which
identified leadership characteristics that distinguish women leaders
from men

5. 100%
80%
Leadership
Characteristics
Males/FemalesCont. The women leaders scored significantly higher than
male leaders in ego-drive, assertiveness, willingness to
risk, empathy, urgency, flexibility and sociability.
60%
40%
20%
Female
Male
0%
100%
80%
60%
The women leaders were in the mid-range on ego
strength which was lower, though not significantly,
than male leaders.
40%
20%
0%
Female
Male

6. 100%
80%
60%
40%
20%
0%
Leadership
Characteristics
Males/FemalesCont. Leaders of both genders shared well above average
Female
levels of abstract reasoning and idea orientation.
Interestingly, the women leaders were lower than their
male counterparts in thoroughness
Male
Women leaders scored significantly lower than
male leaders in external structure and cautiousness.
And they have very high scores in abstract
reasoning.
100%
80%
60%
40%
20%
0%
Female
Male

7. Women/Men Management Styles
• Men’s styles :
• Task-oriented
• Autocratic
• Command-and-control
• Punishment-oriented
• Women’s styles :
• Team players
• Democratic
• Transformational
• Reward-oriented

8. A Quote To Remember
A feminine way of leading includes helping the world to
understand and be principled about values that really
matter

9. • Women are a powerful force for sustainable economic growth.
• Women’s participation in economic activity brings benefits at both micro and macro levels.
 At the macro level there is a positive correlation between female labor force participation rates and
economic growth.
 At the micro level the participation of women in the labor force is beneficial for the welfare of the
family (income, health, children’s education etc.).

10. • Women now represent 40 % of the
global labor force
• The female labor force
participation in the economy has
reached 50 % over the past two
decades

11. Women in Senior Management

14. Workforce
India Workforce
22%
Female
USA Workforce
45%
55%
78%
Male
Female
Male
Egypt Workforce
23%
Female
77%
Male

15. Unemployment
Unemployment
10%
Unemployment
Unemployment
7%
employment
90%
Unemployment
93%
Employment
Unemployment
13%
Unemployment
87%
Employment

16. Female Unemployment
Female Unemployment % from
workforce
7%
Unemployed
Female Unmployment % from
Workforce
6%
Unemployed
94%
Employed
93%
Female Unemployment % from
workforce
Employed
25%
Unemployed
75%
Employed

17. Male
Unemployment
Male Unemployment % from
workforce
4%
Unemployed
Employed
96%
Male Unemployment % from
Workforce
7%
Male Unemployment % from
Workforce
Unemployed
93%
10%
Employed
Unemployed
90%
Employed

18. India
USA
Egypt

19. Perspectives on Women in Management in
India 2012
Female managers:
• Only 2% of management
• Only big corporations, like HSBC
Reasons:
• Caste system
• Cinderella Complex
• Glass Wall and Concrete Wall effects
•
•
•
•
Indian women managers tend to be:
More aggressive, very urgent
Least empathetic and least flexible
They take risks and launch new ideas

20. Women in India
• Out of 131 countries, India ranks 11th from the bottom in female labour force
participation.
• India’s National Sample Survey Organization (NSSO): falling female participation from
+40% (mid-1990s) to 29% (2004-05) to 23% (2009-10) and 22.5% (2011-12)
• Women constitute over a fifth of the organized sector workforce (2012).
• Unorganized sector jobs are marked by: poor wages - poor quality of work - absence of
social protection

21. USA
India
Egypt

22. USA
Due to Equality, USA women managers show no peculiar
attitudes and no extremes.
Fortune 500
Executive Officer
Positions Held By
Women ( %)

23. USA
Fortune 500 Women CEOs (%)
Forbes (December 2013):
USA women managers:
• Connection
• Empathy
• Emotional cue-taking
• Consensus-building
• Risk-taking
• Mutuality
• Questioning as their leadership style.
• Life, family and work priorities clash fiercely.
US Management Professional & Related
Occupations held by women (%)

24. USA
India
Egypt

25. Egyptian Women Management Style
• Hierarchical structures
• Managing authority consultatively
• Final, firm authoritative decision.
• Subordinates follow and dispute & criticism are not expected
or appreciated.
• Cautious and do not take too many risks
• Decision-making is slow

26. Challenges Facing Egyptian Women
SOCIAL, ECONOMIC AND LEGAL EMPOWERMENT OF EGYPTIAN WOMEN United Nations Development
Programme (UNDP)
United Nations Entity for Gender Equality and the Empowerment of Women (UN Women)
United Nations Population Fund (UNFPA)
26 November, 2013
Social Challenges
•Lack of
awareness on
social rights; high
illiteracy rates;
inequality in
education.
Economic
Challenges
Political
Challenges
•Persistent and
increasing
burden of
poverty on
women ; high
rate of
unemployment
among women.
•Lack of
awareness on
political rights;
biasness against
women in
decision making
positions.
Legal Challenges
•Discriminatory
laws/policies;
limited access to
justice
Institutional
Challenges
Cultural
Challenges
• Lack of qualitative
and quantitative
data and evidence
based research and
centers; lack of
strong enforcement
mechanisms to
apply equality
• Discrimination
culture against
women;
stereotyping of
women;
misconceived public
perception on
women’s rights and
status.

27. 18 Aspects definitions
Assertiveness
Aggressiveness
Ego Drive
Empathy
Ego Strength
Risk Taking
Urgency
Cautiousness
Sociability
Gregariousness
Accommodation
Skepticism
Abstract Reasoning
Idea Orientation
Thoroughness
Flexibility
Self Structure
External Structure
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Forcefulness
Violence
Inner need to persuade others for gaining gratification
Understanding
Self Confidence
Willingness to take necessary risks
Sense of immediacy
Carefulness
Outgoingness
Companionability
Adjustment
Uncertainty
Apply problem-solving techniques
Originality or creativity
Attention to details
Willingness to modify ones approach
Ability to determine and direct priorities
Sensitivity to Structure

28. Survey
•

29. Data Analysis
Top Box Methodology:
• The idea behind this practice is that you're getting only those that are expressing a strong
attitude with a statement. This applies to standard like item options (strongly disagree to
strongly agree)
The appeal of top-box scores is that they are intuitive. It doesn't matter if the ratings are
about agreeing, it's basically only considering the highly opinionated
Top Box
Methodology
28%
sum ( 1 , 2 )
3
23%
49%
sum ( 4 , 5 )
So based on that we
choose sum of 1 & 2 to
apply it on the Chart

31. Comments
Accommodation, Egyptian
women managers are in
between managers in US and
India, abnormally Indians are
the lowest scores
Abstract Reasoning, Indians
are the highest and Egyptian
women come the
lowest, men and women are
above average in caliper’s
study
External Structure: USA is the
highest which is matching
with their culture and
nature, on the other side
Indians ranked the lowest
which is against their nature

32. Correlation Analysis
EGOABST
IDEA
Empathy EGO-STR RISK TAKI URGENCY CAUTIOUS SOCIABILITY GREGARIO ACCO SKEPTI
DRI
REASON ORIENT
ASSERT
Aggres
ASSERTIVENESS
Aggressive
EGO-DRIVE
Empathy
1.0
-0.4
-0.3
0.6
1.0
0.5
-0.5
1.0
-0.5
1.0
EGO-STRENGTH
0.4
-0.5
-0.5
0.5
1.0
RISK TAKING
URGENCY
CAUTIOUs
0.2
-0.1
0.4
0.0
0.3
-0.1
-0.1
0.2
-0.2
0.1
-0.2
0.4
-0.1
-0.1
0.3
1.0
0.2
0.3
1.0
0.0
1.0
SOCIABILITY
0.5
-0.6
-0.4
0.7
0.4
0.1
-0.3
0.3
1.0
GREGARIO
ACCOMMOd
SKEPTICISM
0.4
0.5
0.5
-0.5
-0.3
-0.3
-0.4
-0.3
-0.3
0.5
0.6
0.6
0.4
0.4
0.4
0.1
0.3
0.2
-0.2
0.0
0.0
0.2
0.4
0.5
0.7
0.5
0.6
1.0
0.4
0.5
1.0
0.6
1.0
ABST REASON
0.3
-0.2
-0.3
0.4
0.3
0.3
0.1
0.5
0.4
0.4
0.4
0.4
1.0
IDEA ORIENT
THOROUGHNESS
FLEXIBILITY
0.4
0.1
0.6
-0.3
0.0
-0.5
-0.2
0.1
-0.4
0.4
0.2
0.6
0.3
0.1
0.6
0.4
0.1
0.0
0.1
0.2
-0.2
0.4
0.3
0.4
0.3
0.3
0.6
0.4
0.2
0.6
0.4
0.2
0.6
0.5
0.3
0.6
0.6
0.3
0.4
SELF-STRUCTURE
0.3
-0.1
-0.1
0.3
0.3
0.3
0.1
0.5
0.3
0.2
0.5
0.5
EXTERNAL St.
0.1
0.0
0.0
0.1
0.2
0.0
0.2
0.4
0.0
0.1
0.1
0.2
SELFSTRUC
THOROU
FLEXIB
1.0
0.3
0.4
1.0
0.2
1.0
0.5
0.5
0.3
0.3
1.0
0.3
0.3
0.4
0.2
0.4
EX STRUC
1.0

33. Correlation Analysis
By studying the correlation between some aspects, some were positively high as:
Gregariousness & Sociability= +0.7
Assertiveness & Empathy = +0.6
Abstract Reasoning & Idea Orientation= +0.6
Sociability& Empathy =+0.7
Empathy & Skepticism = +0.6
Flexibility & Assertiveness = +0.6
Ego Strength & Flexibility= +0.6
Flexibility & Empathy = +0.6

34. Correlation Analysis
Other aspects correlation were negative:
Ego Strength & Aggressiveness= -0.5
Flexibility & Aggressiveness = -0.5
Sociability & Aggressiveness= -0.6
Ego Drive & Empathy= -0.5

35. Caliper
Caliper
Assertiveness
Thoroughness
Males
Caliper
Females
Females
Risk Taking
Males
Females
Males
Caliper
Caliper
Cautiousness
Empathy
Females
Males
Males
Females

36. Conclusion
Based on the outcome we conclude that Egyptian Female Managers are
striving to prove them selves in the working environment and overcome
stereotyping that resulted from Religious and cultural background
• Close Community
• Wasn’t allowed to express herself
• Restrictions

37. Thank You