THE CONCEPT OF GENDER INCLUSIVE LEADERSHIP

Introduction
The massive endowment of African natural resources largely under irresponsible and corrupt
bureaucracies are cause for exasperating experiences that characterise xenophobic tendencies,
disastrous migration ordeals, destructive protests throughout the continent. In spite of the
numerous leadership constructs, a deficit continues to exist, calling for a redress to these
societal inadequacies. A rigorous investigation on key parameters is imperative. Interestingly,
the concept of gender inclusive leadership still remains under-researched in Sub Saharan
Africa, with immense women leadership underrepresentation prevailing in public institutions.
This article navigates forces at play in the paradox facing women overrepresentation in
operations vis-à-vis underrepresentation in strategic echelons. While gender equality policies
are elucidated, minimal progress is noticeable. The leadership potential in women is likely to
be unleashed through an inclusive approach that cuts across the workplace spectrum. A
qualitative enquiry propelled by a dialectical approach combining divergent mental models is
called for to deepen and expand an understanding of social dilemma (Mason et al, 1981). The
theories can then increasingly inform philosophical propensities leading to widespread
acknowledgement of ontological studies.

The Significance of Women Underrepresentation

As the search for inclusive culture intensifies, the workforce is being increasingly valued and
recognized for its uniqueness, with voices beginning to be heard (Workplace Diversity and
Inclusion Strategy 2011–15). Women participation in strategic positions is predominantly
low, provoking impetus to interrogate ongoing debate on gender equality in the public

The Concept of Gender Inclusive Leadership by Collin Kamalizeni, 2016

enterprise through identified range of approaches to address the prejudices (Health Service
Journal, May 2014). The ILO (2015) survey found that 70% of managers and leaders in
organisations represented men in 55% of 128 countries studied. These findings signify gross
women underrepresentation in leadership positions, compelling an inquiry into possible
obstacles on gender inclusive leadership (Kelan, 2015). Western (2013) argues that fixed
female identities derived from existing social reproductive roles tend to curtail female
freedom and power, further exacerbating barriers to their upward mobility. The figure below,
Figure 1 illustrates the structural design in constructing a gender inclusive framework.

Inclusion
The Paradox Mechanism:

Women Leadership  Supportive Gender Inclusive

Underrepresentation culture Leadership
 Policy reforms (Increased
Vis a Vis Women stipulations Women Leaders)
Overrepresentation in  Women
lower levels within Public Leadership
Enterprises Involvement

Figure 1: A conceptual framework depicting the process in gender inclusive leadership

The above framework develops from an ontological constructivism believed to be true as

opposed to epistemological realism. The mismatch between women underrepresentation in
strategic positions and their overrepresentation in low hierarchical levels presents deep
women vulnerability.

Inclusiveness and Leadership

Leadership provides direction and should create a supportive environment for worker goal
attainment spontaneously (Blanchard, 2011). Visionary leaders transform organizations to
thrive and Kotter (2001) defines leadership as vision setting exercise coupled with motivation
meant to inspire followers. Leadership therefore influences followers to an identified destiny
justifying why both need to be there. Inclusive leadership underscores this perception,
illuminating the argument for women leadership in strategic circles. Nitu and Atewologun
(2015) revealed that only 12% of articles written on inclusive leadership focused almost
The Concept of Gender Inclusive Leadership by Collin Kamalizeni, 2016
exclusively on theoretical leadership practices. Western (2013:267) observed that inclusive
leadership encourages creativity where the leadership potential is drawn from a wider pool of
players whose competences and capabilities are varied. Women are no longer disenfranchised
in monoculture male dominated societies. Effective leadership thus implies an
interchangeable and collaborating alliance of both gender as opposed to a gendered paradigm
(Duerst-Lahti, 2010). The theory of inclusive leadership suggests a neo-clear culture that
promotes female leadership (The Economist, 2015). Evidence suggests that more female
leaders continue to demonstrate the capacity and desire to lead, despite the political and
economic manoeuvres that undermine these gains (Hughes, 2014).

Transforming Organizational Performance

In light of the paucity of genuine leadership cited in this discourse structural transformation
of public enterprises remains pivotal in rescuing the collapsing service delivery. Effective
transformational leadership, though not a panacea is profoundly integral in counteracting the
social disintegration. Western (2013) identifies a model consisting of four ‘I’s as building
blocks to transformational leadership. The first, idealised influence, suggests charismatic
leadership qualities, while the second involves inspirational motivation that that elevates
follower expectations. Intellectual stimulation strives to question the status quo. Finally,
individualized consideration sees a leader as treating followers differently and equitably but
also with utmost dignity. This contemporary leadership style mirrors micro leadership
dimensions that tend to lean more on women than men (Moss et al, 2010). The deteriorating
service delivery in Sub Saharan Africa (SSA) demands an aggressive business transformation
seemingly imminent in a new leadership regime. Hellriegel et al (2014) cite three critical
concepts worth pursuing that focus on membership growth, client services and finances.
These elements constitute pillars to transformation in organizational performance facilitated
through visionary leadership. These summarily optimise synergies between female and male
leadership to promote sustainable growth and improved service delivery.

Leadership Development for Women

Cultural, socio-political and personality factors interplay on women leadership development
in Sub Saharan Africa confronted with deficient expression of gender diversity. Studies on
transforming the public enterprise point to gaining insights into socio-political and economic
fundamentals before attempts are made in understanding the leadership concept in Africa.
The Concept of Gender Inclusive Leadership by Collin Kamalizeni, 2016
Improved leadership and worker motivation in Sub Saharan Africa are key fundamentals in
the leadership drive. Certain competences and personalities are prerequisites in preserving
acceptable societal values. This argument advocates a multidimensional approach to
developing leaders (Western, 2013). Recent research identifies the slowly emerging
leadership regime characterised by vibrant women leaders. In Fortune 500 companies,
women CEO’s progressed from 0 in 1995 to 26 in 2015 (Hughes, 2014; ILO, 2012; The
Economist, 2015). This development suggests an influx of women leaders in the
conventionally male dominated preserves. Earlier observations identified concerted hidden
norms not easily recognisable in patriarchal, sexist or corrupt societies (Chappell and
Waylen, 2013). Mullins (2010) analyses the value of nomothetic and idiographic aspects in
forming a leader’s temperament. Both individual traits and interpersonal interactions are
critical in the formation of an effective leader, aspects of which tend to appeal more in female
than men. Effective leadership styles that command the capacity to motivate, develop and
build others tend to generate results. Hellriegel et al (2014) view leadership development as
experiential to be supported by training initiatives underscoring the strength of guiding,
coaching and mentoring. Western (2013) augments that such capacity building initiative is
multidimensional and comprehensive in nature.

Gender Equality Policy Reforms

The political economy of decision-making explains shortcomings in social hierarchies facing
women substantive influence over private and public involvement in the society (Mackay,
2014). Stab and Waylen (2015) observe the paucity of meaningful guidance for policy
makers advocating the involvement of all players including opponents of positive gender
changes. a facet critical in gender inclusive leadership. Gender policy reforms require
consensus and synergies between men and women if sustainable independent and balanced
leadership is to be achieved. It remains prudent to reflect on gender equality policies to
determine strategic dynamism within the political powerhouse (Staab and Waylen, 2015).
The gender policy reforms provide significance strategies to address the prejudices through a
well-crafted gender inclusive leadership concept (Ely & Padavic, 2007). Mensi-Klarbach
(2014) draws an interesting argument about leadership differences between men holding the
belief that all women are assumed to carry different worldviews and decision making styles
than all men. The contribution of women leaders to organizational performance again still
remains under-researched to validate the above assertion. Nevertheless, compelling evidence
exists that there are barriers facing women towards upward mobility (Mensi-Klarbach, 2014).
The Concept of Gender Inclusive Leadership by Collin Kamalizeni, 2016
Other academics hold the view that cultural support common in more progressive women
societies offer positive influences towards organizational performance (Staab and Waylen,
2015). The Business Case for Women (2016) purports that greater woman involvement in
organizational outcomes leads to improved performance and economic-wide effects. A robust
gender policy reform is likely to propel more women participation in the leadership race.
Kantola (2008) however, contends that efforts are diluted by the belief of unofficial gendered
‘division of labour’ where women are labelled ‘mothers of departments’, or are denigrated to
the ebb of societal roles of little value or significance in strategic organizational success.
Cultural support tends to maximize women empowerment where gender inclusive leadership
contributes massively in recognizing and acknowledging the roles played by both gender.

Conclusion
The article highlighted fundamental aspects that cause social disintegration despite numerous
leadership studies. The absence of innovative leadership in public enterprises continues to
raise a grave concern. The mismatch in women leadership underrepresentation as a paradox
calls for an in-depth study that addresses what can be purported to be the missing link.
Arguably, women equally command personality traits that are necessary to effective
leadership. The inherent cultural facets and policies continue to fall short of a pertinent
strategy to circumvent the leadership deficit in public enterprises. The debate culminates in
advocating for a transformational leadership as a vehicle to drive organizational
transformation for improved service delivery that promotes social cohesion. The wisdom in
gender inclusive leadership is achieved through unleashing leadership potentials in women as
an alternative. This seemingly entails inverting the paradox of women overrepresentation in
operations to acceptable gender parity. However, lack of empirical evidence of the
parameters at source of the phenomenon requires further research. This entails a research that
includes theoretical, methodological and practical insights leading to improved public
policies. Additionally, a review of other instruments that vouchsafe women leadership
success stories is also likely to motivate more women towards upward mobility in the
leadership trajectory.
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The Concept of Gender Inclusive Leadership by Collin Kamalizeni, 2016