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WOMEN IN LEADERSHIP



                       By Selvina &
                        Katharina
                      12 th Feb 2013
HYPOTHESIS



 “The demands placed on leaders in
today‟s world means that women are
    more suited to those roles.”
        (Course Study Guide, 2012-13, p.8)
LEADERSHIP

Leadership is a diver se process which has dif ferent significance for
dif ferent individuals.

Some of the main characteristics of a leader :

1.   Interpersonal Sk ills – maintain good relationship
2.   Communication Sk ills – good listener and speaker
3.   Values – respect the group without favouritism
4.   Organisational Consciousness – break barrier to achieve goals
5.   Confidence – adopt a measured approach whilst under pressure
6.   Creativity Sk ills – innovate and instigate a problem solving mind-set
7.   Achieving Results – accomplish the goals by motivating the
     workforce

                                                          ( M o n ey - Z i n e . c om , 2 010 )
STATISTICS
Women In Leadership – The U.S. Is Behind The Rest Of The World




    Source: Grant Thornton international business report 2012
INTERNATIONAL BUSINESS REPORT 2012

 The Quota that is being implemented by the European Union
  expects an increase of the number of women in the senior
  management roles.

 However, Grant Thornton, one of the world‟s leading
  organisations of independent assurance, tax and advisory,
  provides a report that shows that there was no progress since
  2004:
Percentage of Women in management positions globally:
     2004   -   19%
     2007   -   24%
     2009   -   24%
     2011   -   20%
     2012   -   21%

       Source: Grant Thornton international business report 2012
PRO
 WOMEN IN
LEADERSHIP
WOMEN‟S UNIQUE LEADERSHIP CHARACTERISTICS


Caliper, a management consulting firm in New Jer sey, identified four
specific statements about women's leader ship qualities :


1.   Women leader s are more per suasive than their male
     counterpar ts.
2.   When feeling the sting of rejection, women leaders learn from
     adversity and carr y on with an “I'll show you” attitude.
3.   Women leader s demonstrate an inclusive, team-building
     leader ship style of problem solving and decision making.
4.   Women leader s are more likely to ignore rules and take risks.



                                                         (Caliper, 2013)
“I believe this study shows that for a woman to become a leader
   today, she has to fight harder against the status quo, which
        requires her to be more focused and determined.”

                             Mara Swan,
                Chief People Of ficer for Molson Coor s
WOMEN & LEADERSHIP

 “ Women bring diversity of thought, experiences and behaviors which
           are a critical component of business success. ”

For some organisations, it is crucial to have women on board as they
bring a lot of competitive advantages.

To be able to see women in leading and senior management roles,
companies need to:

1.   Recruit more female staf f
2.   Develop their skills
3.   Retain them
4.   Ensure of having the right suppor t
5.   Provide them oppor tunities to apply for senior roles



                                                        (Primonovo , 201 2)
WHY WOMEN MAKE BETTER BOSSES

    A recent UK survey published in the Journal of Business
       Research proved that women make better bosses.

1. By Leading in a more democratic way
2. By allowing staf f participation in decision -making

 Having women in leadership roles increases the
  communication between management and employees.

 The consultation of individual employee feedback leads to
  more ef ficient organisational structures




                          (D. Mielach, Business News Daily, 2012)
Some of the most powerful women
  leaders of today and in history:




                           (H. Whipps, 2008)
QUEEN ELIZABETH II
Q U E E N O F T H E B R I T I S H C O M M O N W E A LT H F O R 5 6 Y E A R S
INDIRA GANDHI
I N D I A‟ S P R I M E M I N I S T E R F R O M 1 9 6 6 - 1 97 7 A N D 1 9 8 0 - 1 9 8 4
OPRAH WINFREY
AMERICAN MEDIA PROPRIETOR, ACTRESS, PRODUCER & SHOW HOST
MARGARET THATCHER
B R I TA I N ‟ S F I R S T P R I M E M I N I S T E R I N 1 9 7 9 , S E R V I N G T H E C O U N T R Y U N T I L 1 9 9 0
ANGELA MERKEL
T H E C H A N C E L LO R O F G E R M A N Y, F O R B E S ‟ C U R R E N T M O S T P O W E R F U L W O M A N
                                          IN THE WORLD
ELLEN JOHNSON-SIRLEAF
A F R I C A‟ S F I R S T E L E C T E D F E M A L E H E A D O F S TAT E I N 2 0 0 5
BARRIERS
FOR WOMEN IN
 LEADERSHIP
  POSITIONS
THE GLASS CEILING - WOMEN IN MANAGEMENT




 “The „Glass Ceiling‟ (…) is the unseen, yet unbreachable barrier that
  keeps minorities and women from rising to the upper rungs of the
corporate ladder, regardless of their qualifications or achievements.”
                  (The Federal Glass Ceiling Commission, 1995)
THE GLASS CEILING - EU

Women continue to face glass ceilings at the top levels of
companies.

Current gender division of EU company boards:
   Men: 86.3% (board members) / 96.8% (boardroom chairs)
   Women: 13.7% (board members) / 3.2% (boardroom chairs)


 In the UK, 16% of board members are women
  this is above the EU average of 13.7%


 EU is proposing a rule to get 40% of senior posts filled by women
  At the current average rise, it would take around 40 more years to even
   get close to at least 40% of both genders in boardrooms

                                              ( V. Re d i n g , T h e G u a rd i a n , 2 01 2 )
FACTS & FIGURES

 “Over half of college gradu ates but less than a quar ter of full professor s
  and a fif th of college preside nts are female.”

 “In manageme nt, women account for about a third of M.B.A . classe s, but
  only 2 percent of For tune 500 CEOs, 6 perc ent of top earner s, 8 percent of
  top leader sh ip positions, and 16 percent of board director s and corporate
  of ficer s.”

 “In law, women constitute about half of new entrants to the profession, but
  less than a fif th of law firm par tner s, feder a l judges, law school dean s,
  and For tune 500 gener al counsels.”

 “Half the students in divinity school are women, but they account for only 3
  percent of the pastor s of large congregations in protestant churches that
  have been ordaining women for decad es .”


                                         (Rhode & Kellermann, Women and Leadership, 2007)
BARRIERS

Women‟s careers may be influenced by various factors
 External demands, such as caring responsibilities of children
  or parents
 Fewer role models that demonstrate how to lead in a style
  they can relate to
   stereotypical leaders tend to be male
 Lower expectations than men
  Where a man might say: „I deserve that leadership position„, a
   woman is more likely to think: „Am I good enough?'

                                  (Primonovo, 201 2 and Shirlaws, 2009)
BARRIERS

Often, women don‟t agree with the behaviour which can be
found higher up in many organisations and that it takes too
much energy to compete against their male peers

  Contributed to the increase of female entrepreneurs who have exited
   the corporate rat race to develop their own successful businesses

  Female entrepreneurs are getting younger because they are making
   the decision to exit sooner




                                                        (Shirlaws, 2009)
BARRIERS FACED BY WOMEN

Many women still face barriers when seeking to advance in their
organizations.

The factors faced by women are:
1. Gender bias – continuous prejudice towards women‟s
   abilities
2. Lack of buy -in – underestimation of importance of gender
   diversity
3. Perceived ef fectiveness of leadership model s – transactional
   (male) vs. transformal (women) leadership style
4. Work-life balance pressures - career vs. familial obligations
5. Lack of networking opportunities - dif ficult in a male-
   dominated field

                                                     (R. Heller, 2011 )
HOW WOMEN CAN GET TOP EXECUTIVE JOBS
CONCLUSION

 An ef fective modern leader requires a blend of intellectual
  qualities: the ability to think analytically, strategically and
  creatively and also self -awareness, empathy and humility
  Great leadership begins with being a whole human being


 Even though women are sometimes not seen as natural
  leaders, they are climbing the career ladder
  Smashing the glass ceiling


 The attitude towards the leadership of women keeps changing
  and organisations are seeking for more women in higher roles
  Organisations support women in leadership, but there still is a lot of
   work to be done on part of organisations
REFERENCES
   Bobinski, D. (2012) Women in leadership: beware the barriers . Retrieved 9 January 2013 from:
    http://www.management-issues.com/2012/3/20/opinion/women -in-leadership-beware-the-barriers.asp

   Caliper (2013), The Qualities that Distinguish Women Leaders . Retrieved 9 February 2013 from:
    http://www.calipercorp.com/Resources/Whitepapers/The -Qualities-that-Distinguish-Women-Leaders-

   Grant Thornton (2012) Women in senior management: still not enough . Grant Thornton International Business Report
    2012

   Heller, R. (2011) Re-Examining the Female Path to Leadership Positions in Business. Retrieved 11 February 2013
    from: https://est05.esalestrack.com/eSalesTrack/Content/Content.ashx?file=82ab307e -e667-4b11-8862-552d39c822b4.pdf

   Mielach, D. (2012) Why Women Make Better Bosses. Retrieved 9 February 2013 from:
    http://www.businessnewsdaily.com/2241 -women-bosses.html

   Money-Zine.com (2010) Leadership Characteristics. Retrieved 9 February 2013 from: http://www.money-
    zine.com/Career-Development/Leadership-Skill/Leadership-Characteristics

   Primonovo (2012) Women and Leadership. Retrieved 9 February 2013 from: http://primonovo.com/our-
    work/transformational-leadership/women-and-leadership

   Reding, V. (2012) It's time to break the glass ceiling for Europe's women . Retrieved 11 February 2013 from:
    http://www.guardian.co.uk/commentisfree/2012/nov/19/time -break-glass-ceiling-women-europe

   Rhode, D., Kellermann, B. (2007) Women and Leadership: The State of Play and Strategies for Change . Jossey-Bass:
    UK

   Shirlaws (2009), Women in leadership roles. Retrieved 11 February 2013 from:
    http://www.shirlawsonline.com/editorials/55 -women-in-leadership-roles

   The Federal Glass Ceiling Commission (1995), A Solid Investment: Making Full Use of the Nation‟s Human Capital .
    U.S. Government Printing Office: Washington, D.C.

   Whipps, H. (2008) The Most Powerful Modern Women Leaders. Retrieved 9 February 2013 from:
    http://www.livescience.com/11374-powerful-modern-women-leaders.html
J
                               U
                               S
                               T

                               F
                               O
                               R

                               F
THANK YOU FOR YOUR ATTENTION
                               U
                               N
DISCUSSION PART I

  “Not just a matter of fairness - it makes good business sense to retain and
  promote the best talent, irrespective of gender.

  Functionally the picture is even more unbalanced, with higher percentages
  of women in human resources and marketing than in finance or
  operations. Industries too show an imbalance with more women in retail or
  nursing leadership roles and less in construction or banking.

  Remember how far we have come from the 1950s notion that women got
  married, had children and stayed home. But we still have a long way to go
  to ensure the best talent makes it into leadership positions. ”


 Is it simply a matching of talents?

                                                              ( S h i rl aws , 2 0 0 9 )
DISCUSSION PART II

Two examples:
1) If a man has an overbearing management style he's
   perceived as someone driving forward to get results.
   But when women so much as lean that direction they're
   usually perceived as cold -hearted witches.

2) On the other hand, if a man is lenient on people who break
   rules, he's usually described as showing his human side.
   But when women do the same they're often described as
   weak.

What do you think about these examples?

                                           (D. Bobinski, 2012

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Women in leadership

  • 1. WOMEN IN LEADERSHIP By Selvina & Katharina 12 th Feb 2013
  • 2. HYPOTHESIS “The demands placed on leaders in today‟s world means that women are more suited to those roles.” (Course Study Guide, 2012-13, p.8)
  • 3. LEADERSHIP Leadership is a diver se process which has dif ferent significance for dif ferent individuals. Some of the main characteristics of a leader : 1. Interpersonal Sk ills – maintain good relationship 2. Communication Sk ills – good listener and speaker 3. Values – respect the group without favouritism 4. Organisational Consciousness – break barrier to achieve goals 5. Confidence – adopt a measured approach whilst under pressure 6. Creativity Sk ills – innovate and instigate a problem solving mind-set 7. Achieving Results – accomplish the goals by motivating the workforce ( M o n ey - Z i n e . c om , 2 010 )
  • 4. STATISTICS Women In Leadership – The U.S. Is Behind The Rest Of The World Source: Grant Thornton international business report 2012
  • 5. INTERNATIONAL BUSINESS REPORT 2012  The Quota that is being implemented by the European Union expects an increase of the number of women in the senior management roles.  However, Grant Thornton, one of the world‟s leading organisations of independent assurance, tax and advisory, provides a report that shows that there was no progress since 2004: Percentage of Women in management positions globally:  2004 - 19%  2007 - 24%  2009 - 24%  2011 - 20%  2012 - 21%  Source: Grant Thornton international business report 2012
  • 7. WOMEN‟S UNIQUE LEADERSHIP CHARACTERISTICS Caliper, a management consulting firm in New Jer sey, identified four specific statements about women's leader ship qualities : 1. Women leader s are more per suasive than their male counterpar ts. 2. When feeling the sting of rejection, women leaders learn from adversity and carr y on with an “I'll show you” attitude. 3. Women leader s demonstrate an inclusive, team-building leader ship style of problem solving and decision making. 4. Women leader s are more likely to ignore rules and take risks. (Caliper, 2013)
  • 8. “I believe this study shows that for a woman to become a leader today, she has to fight harder against the status quo, which requires her to be more focused and determined.” Mara Swan, Chief People Of ficer for Molson Coor s
  • 9. WOMEN & LEADERSHIP “ Women bring diversity of thought, experiences and behaviors which are a critical component of business success. ” For some organisations, it is crucial to have women on board as they bring a lot of competitive advantages. To be able to see women in leading and senior management roles, companies need to: 1. Recruit more female staf f 2. Develop their skills 3. Retain them 4. Ensure of having the right suppor t 5. Provide them oppor tunities to apply for senior roles (Primonovo , 201 2)
  • 10. WHY WOMEN MAKE BETTER BOSSES A recent UK survey published in the Journal of Business Research proved that women make better bosses. 1. By Leading in a more democratic way 2. By allowing staf f participation in decision -making  Having women in leadership roles increases the communication between management and employees.  The consultation of individual employee feedback leads to more ef ficient organisational structures (D. Mielach, Business News Daily, 2012)
  • 11. Some of the most powerful women leaders of today and in history: (H. Whipps, 2008)
  • 12. QUEEN ELIZABETH II Q U E E N O F T H E B R I T I S H C O M M O N W E A LT H F O R 5 6 Y E A R S
  • 13. INDIRA GANDHI I N D I A‟ S P R I M E M I N I S T E R F R O M 1 9 6 6 - 1 97 7 A N D 1 9 8 0 - 1 9 8 4
  • 14. OPRAH WINFREY AMERICAN MEDIA PROPRIETOR, ACTRESS, PRODUCER & SHOW HOST
  • 15. MARGARET THATCHER B R I TA I N ‟ S F I R S T P R I M E M I N I S T E R I N 1 9 7 9 , S E R V I N G T H E C O U N T R Y U N T I L 1 9 9 0
  • 16. ANGELA MERKEL T H E C H A N C E L LO R O F G E R M A N Y, F O R B E S ‟ C U R R E N T M O S T P O W E R F U L W O M A N IN THE WORLD
  • 17. ELLEN JOHNSON-SIRLEAF A F R I C A‟ S F I R S T E L E C T E D F E M A L E H E A D O F S TAT E I N 2 0 0 5
  • 18. BARRIERS FOR WOMEN IN LEADERSHIP POSITIONS
  • 19. THE GLASS CEILING - WOMEN IN MANAGEMENT “The „Glass Ceiling‟ (…) is the unseen, yet unbreachable barrier that keeps minorities and women from rising to the upper rungs of the corporate ladder, regardless of their qualifications or achievements.” (The Federal Glass Ceiling Commission, 1995)
  • 20. THE GLASS CEILING - EU Women continue to face glass ceilings at the top levels of companies. Current gender division of EU company boards:  Men: 86.3% (board members) / 96.8% (boardroom chairs)  Women: 13.7% (board members) / 3.2% (boardroom chairs)  In the UK, 16% of board members are women this is above the EU average of 13.7%  EU is proposing a rule to get 40% of senior posts filled by women At the current average rise, it would take around 40 more years to even get close to at least 40% of both genders in boardrooms ( V. Re d i n g , T h e G u a rd i a n , 2 01 2 )
  • 21. FACTS & FIGURES  “Over half of college gradu ates but less than a quar ter of full professor s and a fif th of college preside nts are female.”  “In manageme nt, women account for about a third of M.B.A . classe s, but only 2 percent of For tune 500 CEOs, 6 perc ent of top earner s, 8 percent of top leader sh ip positions, and 16 percent of board director s and corporate of ficer s.”  “In law, women constitute about half of new entrants to the profession, but less than a fif th of law firm par tner s, feder a l judges, law school dean s, and For tune 500 gener al counsels.”  “Half the students in divinity school are women, but they account for only 3 percent of the pastor s of large congregations in protestant churches that have been ordaining women for decad es .” (Rhode & Kellermann, Women and Leadership, 2007)
  • 22. BARRIERS Women‟s careers may be influenced by various factors  External demands, such as caring responsibilities of children or parents  Fewer role models that demonstrate how to lead in a style they can relate to  stereotypical leaders tend to be male  Lower expectations than men Where a man might say: „I deserve that leadership position„, a woman is more likely to think: „Am I good enough?' (Primonovo, 201 2 and Shirlaws, 2009)
  • 23. BARRIERS Often, women don‟t agree with the behaviour which can be found higher up in many organisations and that it takes too much energy to compete against their male peers Contributed to the increase of female entrepreneurs who have exited the corporate rat race to develop their own successful businesses Female entrepreneurs are getting younger because they are making the decision to exit sooner (Shirlaws, 2009)
  • 24. BARRIERS FACED BY WOMEN Many women still face barriers when seeking to advance in their organizations. The factors faced by women are: 1. Gender bias – continuous prejudice towards women‟s abilities 2. Lack of buy -in – underestimation of importance of gender diversity 3. Perceived ef fectiveness of leadership model s – transactional (male) vs. transformal (women) leadership style 4. Work-life balance pressures - career vs. familial obligations 5. Lack of networking opportunities - dif ficult in a male- dominated field (R. Heller, 2011 )
  • 25. HOW WOMEN CAN GET TOP EXECUTIVE JOBS
  • 26. CONCLUSION  An ef fective modern leader requires a blend of intellectual qualities: the ability to think analytically, strategically and creatively and also self -awareness, empathy and humility Great leadership begins with being a whole human being  Even though women are sometimes not seen as natural leaders, they are climbing the career ladder Smashing the glass ceiling  The attitude towards the leadership of women keeps changing and organisations are seeking for more women in higher roles Organisations support women in leadership, but there still is a lot of work to be done on part of organisations
  • 27. REFERENCES  Bobinski, D. (2012) Women in leadership: beware the barriers . Retrieved 9 January 2013 from: http://www.management-issues.com/2012/3/20/opinion/women -in-leadership-beware-the-barriers.asp  Caliper (2013), The Qualities that Distinguish Women Leaders . Retrieved 9 February 2013 from: http://www.calipercorp.com/Resources/Whitepapers/The -Qualities-that-Distinguish-Women-Leaders-  Grant Thornton (2012) Women in senior management: still not enough . Grant Thornton International Business Report 2012  Heller, R. (2011) Re-Examining the Female Path to Leadership Positions in Business. Retrieved 11 February 2013 from: https://est05.esalestrack.com/eSalesTrack/Content/Content.ashx?file=82ab307e -e667-4b11-8862-552d39c822b4.pdf  Mielach, D. (2012) Why Women Make Better Bosses. Retrieved 9 February 2013 from: http://www.businessnewsdaily.com/2241 -women-bosses.html  Money-Zine.com (2010) Leadership Characteristics. Retrieved 9 February 2013 from: http://www.money- zine.com/Career-Development/Leadership-Skill/Leadership-Characteristics  Primonovo (2012) Women and Leadership. Retrieved 9 February 2013 from: http://primonovo.com/our- work/transformational-leadership/women-and-leadership  Reding, V. (2012) It's time to break the glass ceiling for Europe's women . Retrieved 11 February 2013 from: http://www.guardian.co.uk/commentisfree/2012/nov/19/time -break-glass-ceiling-women-europe  Rhode, D., Kellermann, B. (2007) Women and Leadership: The State of Play and Strategies for Change . Jossey-Bass: UK  Shirlaws (2009), Women in leadership roles. Retrieved 11 February 2013 from: http://www.shirlawsonline.com/editorials/55 -women-in-leadership-roles  The Federal Glass Ceiling Commission (1995), A Solid Investment: Making Full Use of the Nation‟s Human Capital . U.S. Government Printing Office: Washington, D.C.  Whipps, H. (2008) The Most Powerful Modern Women Leaders. Retrieved 9 February 2013 from: http://www.livescience.com/11374-powerful-modern-women-leaders.html
  • 28. J U S T F O R F THANK YOU FOR YOUR ATTENTION U N
  • 29. DISCUSSION PART I “Not just a matter of fairness - it makes good business sense to retain and promote the best talent, irrespective of gender. Functionally the picture is even more unbalanced, with higher percentages of women in human resources and marketing than in finance or operations. Industries too show an imbalance with more women in retail or nursing leadership roles and less in construction or banking. Remember how far we have come from the 1950s notion that women got married, had children and stayed home. But we still have a long way to go to ensure the best talent makes it into leadership positions. ”  Is it simply a matching of talents? ( S h i rl aws , 2 0 0 9 )
  • 30. DISCUSSION PART II Two examples: 1) If a man has an overbearing management style he's perceived as someone driving forward to get results. But when women so much as lean that direction they're usually perceived as cold -hearted witches. 2) On the other hand, if a man is lenient on people who break rules, he's usually described as showing his human side. But when women do the same they're often described as weak. What do you think about these examples? (D. Bobinski, 2012

Editor's Notes

  1. http://www.money-zine.com/Career-Development/Leadership-Skill/Leadership-Characteristics/“Listed below we have a total of eight leadership characteristics that we believe help to define a leader today.  As you read through each characteristic, you'll notice the word "skill" is used many times.  That's because for many of us, becoming an effective leadertakes practice.”“These individuals are good at listening as well as providing constructive feedback.”goodspeakersandlistener; can help keep the workforce motivated and committed; listen to their followers, and ask questions  good understandingvalue the diversity of a workforce;They operate with a high level of ethics, which becomes an example for others to follow.Know what the organisation need in order to progress effectivelynot afraid to take ownership for both popular and unpopular decisions; learnfromcriticisms; acutely aware of their own shortcomings; maintain a calm demeanor even during emergenciesadapt their leadership style to meet the demands of the current work environment; able to work with others to meet organizational goals, and shift focus as necessaryable to develop innovative solutions to old problems; develop more comprehensive answers to routine questions; translate technical information into solutions that are understood by everyonemaintain a high level of performance in their organizations; become and example to follow, but alsoplay a big role in achieving the goals of the organization; able to help keep their workforce motivated even when faced with a seemingly impossible situation
  2. Read more: http://www.businessinsider.com/women-worldwide-still-struggle-to-break-into-leadership-roles-2012-3?op=1#ixzz2K8Zdrc4H
  3. http://primonovo.com/our-work/transformational-leadership/women-and-leadership/Women need to be given opportunities to apply for senior management rolesProviding them with good training so that they can develop their skills and behaviours to ensure that they are being seen and heard.By retaining the women leaders, this will encourage them to work harder with the aim of being promotedSupport the women by having the right equipment and facilities.Instead of recruiting new senior managers, it is better to promote the existing staff for the benefit of both the company and the staff.
  4. http://www.businessnewsdaily.com/2241-women-bosses.htmlWomen make better bosses.  That’s the finding of a new survey, which found that women in management positions lead in a more democratic way, allow employees to participate in decision-making and establish interpersonal channels of communication. Employees will also have the feeling of contributing to and having their opinions heard at work.  
  5. http://www.livescience.com/11374-powerful-modern-women-leaders.html
  6. http://www.youtube.com/watch?v=MICUEokqFfs&feature=youtu.be“The term is commonly used to describe the invisible barrier that blocks women's chances of further promotion or advancement up the corporate ladder. The glass ceiling is not simply a barrier for individual women, but it also applies to women as a group, who are kept from advancing simply because they are women. Subtle, indirect obstacles as a result of labeling or stereotyping place stumbling blocks in the career paths of many women.”http://www.sagepub.com/northouse6e/study/materials/reference/reference14.3.pdf
  7. Source: Re-Examining the Female Path to Leadership Positions in Business 2011https://est05.esalestrack.com/eSalesTrack/Content/Content.ashx?file=82ab307e-e667-4b11-8862-552d39c822b4.pdf
  8. http://www.businessnewsdaily.com/1206-female-business-leadership.html