Women In Leadership: The Place Of Assertiveness And Recognition Of Human Rights

IntroductionThe surmise that women loss leading hunt to be self-assertive has been giganticly upheld, in Africa. That is not to produce that each(prenominal) women leading in Africa atomic number 18 aggressive arguably, however, near women attractors incline to expose aggressive deportment creating an ideal of aggression within women attracters heedless of the reality. self- self- self-assertiveness is a key timber expected from leaders or servicemanagers (Philips, 2002 Ames and Flynn, 2007) oddly those who take for a lot of responsibilities. Those who get or argon appointed as leaders atomic number 18 expected to posses and exhibit such qualities creating a self fulfilling prophecy. self-assertiveness is, on that pointfore, viewed as a dimension describing the vogue by people to speak for, defend, and doing in their interest, values, and goals (in Ames and Flynn, 2006). A leader on that pointfore, should be capable of send offning, strategic on th e wholey communicating clear to op call downe(a) members of provide and rendering substantiate to staff for force and success, solely that is not almodal values the case, disassembleicularly when it comes to egg-producing(prenominal) leaders.The forefronts, in that locationfore, are what are the factors liable for lack of assertiveness among women leaders, in Nigeria and why this often manifests itself as aggression alternatively than rough-and-ready assertivenessA pull a tribal chief point Is brocaded as to whether it is unless seen as an trim for Nigerian women leaders, or is it a general disposition of the fe virile sexual activityThis demonstrate, therefore, lead give a intention chronological account of my travel, identify the problems encountered that apprised the choice of assertiveness and recognition of valet remediates (which are interconnected) and leave behind therefore be discussed as part of atomic number 53 concept, namely, assertivene ss. connect publications on assertiveness bequeath be discussed and the factors trustworthy for its absence in women leaders. The importance of assertiveness for women in leaders positions get break be reiterated. An action plan for my travel result be highlighted and thus concluded. It is worth stating, at this point, that the entire es recite is going to be based on my personal fix and my context, except where another(prenominal)wise than menti hotshotd. The essay will refer to effeminates as women and viriles as men, because the essay is gender related.My occupational groupI started my teaching career at the age of twenty three, in a nursery and primary certify, in Kaduna claim of Nigeria. I had skillful d unmatchable for(p) a diploma line of business in particular(a) knowledge at the University of Jos, in Nigeria, and was spirited more or less(predicate) joining the teaching craft. Although the groom where I was utilise to teach was n all a special n or a master(prenominal)stream school, I was eager to put my teaching skills to unafraid use. It was an unpleasant start, as I had to salvage and teach thirty-six lessons every week the lesson notes mustiness be ready by the end of Friday, because the steer instructor will mark them over the weekend and consequently give them back to teachers, on Monday morning. Although the contrive was demanding, my major problem was the relationship surrounded by the cope teacher and staff. I ultimately left on health grounds.My aid sire was after my undergraduate studies at the same University. After my undergraduate studies, I went through the ane year unequivocal National Youth Service bay window (NYSC) which I completed in Kaduna engineering school and was offered employment a year after the reckon. I served under a male Head of Department (HOD), during my NYSC, but met a cleaning lady judgment when I was employed as a staff member. I had a heavier ex run load than nigh s enior teachers, which the HOD attributed to my level and the fact that I did not take hold other responsibilities. This alerted me to the touch sensation that leaders were often comprehend t ho ave polar responsibilities In short, tour the HOD made me the departmental secretary, welfare military commission secretary, admirer registration self-confidencer and assistant exams fleckr, the live on load did not smorgasbord argueing a lack of leader understanding of the precise case. She eventually finished her tenure and another cleaning woman was elected.The trey experience I had was another woman HOD who was elected into the position by other members of staff of the department, in conformation with the modernistic rule in the institution precedently, headship was by appointment by the school counsel team. I had thought, at this point, that I would be relieved of approximately(prenominal) of my responsibilities, if not all. However, when the new-fashioned head as sumed duty, instead, my duties increased as she would call me to do just about everything, if was within sight and would then show no appreciation for the work done. This raised issues of how work was attributed to staff and how leaders research towards achieving a balanced workload for all staff, something which had been lacking in my experience.Problems identifiedThe previous paragraphs have abandoned a abbreviated account of my career this paragraph will focus on issues I study problematic in staff relationships with women leaders. I have observed, from a distance, that the behaviour of women leaders, across the board, (e.g. church, unions, societies, etc.), in combination with my personal experience and have come to the conclusion that most women leaders are unnecessarily grueling to work with and often aggressive. I have heard some men digest that opinion, as hygienic. The three women I have worked with have a striking semblance in their behaviours all ultimately ste llar(a) to aggression, which is characterised by existence domineering, sarcastic, hard-edged, strident, impatient and blaming others. Further more(prenominal) than, they were not assertive in their relationship with staff they had no respect for staff, although they demanded respect from the staff, in turn. They acted as if they were superior beings who wanted to be revered they were, in my opinion, ruthless to other colleagues and staff, more often than not. They were aware of their powers and exercised them to the fullest. Such women leaders tend to favour those they liked and victimise others. My offset head teacher would tell staff members to report her, if they had the nerve she knew null would be done about it she al behaviors had things her way. These leaders snitch derogatory statements to staff, oblivious to who is earshot it was a common occurrence. Sometimes it happened right before the students which could engender disrespect for teachers by their students, a o ffice staff that is avoidable. This was seen as a consistent way of operating by female leaders.I deliver my stolon day at work with amazement I was disappointed at the way in which I was handed some necessary items I take awayed and a list of dos and donts by the stern looking head teacher. It felt as though it was purely an exercise of power, although I had thought that the head teacher might have problems at abode, but came to realise that that was how she operated, in general. With my second employment, the HOD just collected my letter of employment and adjudge it and that was all. I was not delegate an office, nor was there an orientation of any kind I had to learn by trial and computer error or by asking other members of staff. I felt, from inception, that there was an wonderful problem examineing leaders. This is because there was a lot of excogitation and no room for collaboration. In one of the cases, there was an outburst from the teachers when the HODs locatio ns became intolerable to the highest degree all staff members passed a vote of no confidence in the HOD and forwarded it to the school caution. Although they had their expert sides, it was however outweighed by their aggression. These kinds of dispositions seem to make staff members locomote emotionally exhausted and stressed, particularly those who are inactive, which affects the productivity of staff as a whole and does not wee a team mentality.Literature ReviewHaving given a brief history of my career and as well as identified what posed as challenges for me and other staff members, because of the disposition of the head teachers, it becomes imperative to look at what books says about the assertiveness of women in leadership. assertiveness is a critical issue, in Nigerias leaders however, there is little or no literature in that envision concerning the concept, loosely, and in regards to women, specifically. Assertiveness is a concept that are hardly mentioned and like wise the need for well managed assertiveness and the ignorance exhibited in this regard seems to affect the majority of the people, to a large extent, which leaders use to their advantage. These 2 concepts of assertiveness and human rights, as mentioned in the founding are interconnected and inseparable, because assertiveness is all about have sexing ones rights and acknowledging the rights of others. It is this latter factor that is particularly applicable in the discussion. For instance, Back and Back in Arm tender (1991) express that assertiveness is standing up your for own rights and, at the same time, fetching into account the rights of others. In other linguistic process, know your rights and your limits, in target not to rape another persons rights. The two concepts will therefore be discussed as one, namely assertiveness.Assertiveness is the cleverness of an undivided to act clearly, honestly, and to communicate directly (Dickson, 2012) and is considered a critic al component of leadership soundness (Ames and Flynn, 2006). In other words, for leaders to come after and advance in their leadership roles, they must be assertive. As stated earlier, one outstanding quality of assertiveness, I retrieve, is being aware of ones rights and respecting the rights of other people its importance in the work purpose and in life generally give the axenot be over emphasized. Despite this there are difference amid assertiveness and aggression which needs to be recognised in this discussion.Assertiveness can be proactive (acting rather than reacting) and reactive (responding rather initiating), both verbal and non-verbal (by means of words and action) (Ames and Flynn, 2006 Ames, 2009), depending on the situation or circumstance. Ames and Flynn (2006), in research which they carried out (not specifically on women) tried to establish the relationship among assertiveness and leadership and came up with some interesting concepts high and low assertiveness. full(prenominal) assertiveness, they opine, runics in what they term instrumental reward, nub that leaders compromise their relationship with colleagues and subordinates in order to attain goals. Low assertiveness, on the other hand, results in social reward, which involves pliant attainment of goals in the quest of maintaining a good relationship with staff. Belonging to either of these two levels of assertiveness is already a challenge, as the leader in apparent motion would have to compromise one thing, in other to achieve the other presumptively the two are of utmost importance. The question is, if being assertive is a ordained quality that leaders should possess, what are the factors or barriers that prevent leaders from exhibiting assertive behaviours?Factors answerable for womens lack of assertiveness informal and external stimuli (Oplatka and Tamir, 2009) are words use in describing reasons for women leaders lack of assertiveness, harmonise to research carried out by Oplatka and Tamir. They posit that women who aspire for leadership positions (internal stimulus) are more believably to exhibit assertiveness and showing more confidence than those who have waited for the positions to be offered, or were asked to apply (external stimulus). One factor, tally to these researchers, that stands in the way between women and assertiveness is their unwillingness or un inventdness to be leaders or school heads. Furthermore a lack of understanding of the role of a head may in addition arrive at knockouties in harnessing natural leadership skills towards creating an efficient team working environment.Another factor, as suggested by Coleman (2002), is family responsibilities. Married women have enormous family responsibilities leadership in the work tail adds to it and seems to affect their proficiency in the office in a way that a male counterpart may not experience. It would not be unsung for a woman to walk into the office and resolve on the first person she sees, not because of anything they have done wrong, but possibly as a result of a pending issue with spouse, children or any family member it happens frequently in my context. unlike to Colemans suggestion, Hall (1996) in a study of six women head teachers, in the U.S, found women leaders (American) to be effective in their roles as leaders. Hall detect that these women, although in different schools, showed some similarities in their leadership styles, which he attributes to family experiences from childhood, especially roles they vie as young womans who were taught by their mothers. These school heads had a smooth working relationship with their staff there was collaboration, openness, and shared decision-making, with no adjudicate made to dominate they use this strategy, still when other means have failed (Hall, 1996). This specialization between the US experiences and the experiences in Nigeria could be due to the fact that the US is generally more accep ting of women in efficacious positions and club runs full time female workers in the US in a way that is not as on hand(predicate) in Nigeria.Fear of failure and insecurity, match to Oplatka and Tamir (2009), is another impediment to women leaders patterned advance and exhibiting qualities considered to be assertive. What are they afraid of or insecure aboutGender related insecurities, because of male dominance, ( Oplatka and Tamir, 2009), gender stereo cause, hostility towards women (Bickel, 2001) were identified as potential difference reasons responsible for the non-assertive behaviour women leaders exhibit. distressing self-image was suggested as affecting womens attitude and effectiveness as self-confidence is more often than not linked with the developmental process and experiences an exclusive encounters, is exposed to, has interacted or associated with (Morgan et al, (1981) Mathipa and Tsoka, 2001) which Mathipa and Tsoka argue is, to a large extent, dependent on t he type of raising women receive. The type of education either builds an individuals confidence or creates a lack of confidence, which heightens fears and insecurities among women. Creating a greater general acceptance of women in management roles would reduce the need to be overly aggressive when asserting the management position. Mathipa and Tsoka (2001) reiterated that women are not born with a scummy self-image, but are culturally enlightened to respect and uphold others. This is especially unbowed in Africa, where a woman is supposititious to be seen and not heard. However, those who bouncy in urban areas exhibit more confident behaviour than those in sylvan areas. In consonance with this, Mathipa and Tsoka, Milgram (1970 in Ames 2009) stated that assertive behaviour differs between those in urban and rural settings and within regions of a country depending on their experiences within society (Cohen and Nisbett, 1994, in Ames, 2009). This is a clear pointer to the role culture plays in the issue of women leaders assertiveness.Discussion of issuesThe amount of literature available on the issue of assertiveness of women leaders is an indication of the challenges shelld by women leaders. The discussion will, therefore, be centred on the themes revealed in the literature. Women leaders have two main issues to contend with the fact that they are women and excessively the need to be accepted as effective leaders. The world is a mans world, as is the common belief, in certain regions, which is why the disposition of a woman in leadership is all-important(a). In an article based on southeasterly African women, lack of assertiveness was mentioned as a barrier to womens advance to leadership positions, particularly in the education profession (Mathipa and Tsoka, 2001). In my opinion, the same is applicable to Nigeria.Women would naturally not prepare and plan for leadership, in Nigeria however that is not to say that some women do not aspire to leaders hip roles. There is a recognition that a womans place is in the home most women were brought up with that belief, with the constant reminder that the man is the head (natural leader) of the family. The underlying fact is that they do not plan nor prepare for leadership (Oplatka and Tamir, 2009). I would argue, therefore, that men do not go through any formal rearing or even plan (sometimes) to be leaders, but their approach to leadership is different again, that is not in any way saying that all men are good leaders or heads. A male head, for example, would hardly come to the office in the morning with an attitude, because of an incident that happened in the home. The male leader is also more comfortable in their position as it is perceived to be more commonplace and there isnt the same trust to prove themselves as the leader from the outset. My course mate shared with me her experience about her encounter with a head teacher in one of the schools, who shouted at her because she went to get the keys to a particular room, to pick off a musical instrument which she was sibylline to play for the children (she was not told until that morning). Women appear to be very emotional, which may be responsible for the way they behave at times. For instance, my HOD summoned me, on one occasion, and was abusive in her words, sole(prenominal) to discover that she was wrong because she accused me, wrong however, she did not apologise she was the head. My rights were trampled upon, but being a passive person, it was impossible to respond. macrocosm prepared for leadership is necessary, which I pronounce is responsible for the creation of the National skipper Qualification for Headship (NPQH) in England, in 1997, which is a mandatory requirement for headship (Bush and Oduro, 2006).Assigning responsibilities to teachers was also suggested (Mangin, 2009), in order to begin to prepare teachers for future headship responsibilities. This may not couple well, in my contex t, as most of those in leadership have held other responsibilities in lesser capacities, before becoming head teachers. All these strategies are helpful however, in my opinion, assertiveness is not just to be taught, but is a skill to be learned. Furthermore it is contended that having greater confidence in themselves will reduce instances of unecesary aggression as they will be content in their role without the need to trample others.Family debt instrument is another factor responsible for womens lack of assertiveness and can be highly influential to their role in the workplace. From my experience, acknowledging that it is not easy for a woman to be a leader, yet if she has a family, is necessary as it is an important part of how she has developed as a leader. The woman is typically responsible for everything that happens on the home front, in addition to other responsibilities remote the home. The experience of this head teacher is to reinforce this assertion. This head teacher leaves her plate as early as 5.00am, in order to beat the traffic, that is, after she has prepared eat for her husband (no children yet). She leaves the office and arrives home around 7.00pm, because of the traffic. Her husband faithfully waits for her return, to cook his meals (he has no job) which involves her working within the home as well as at work this she does everyday. She pays all the bills and provides food her husband does nothing and would not help even with house chores (he is the head of the family). This social limitation places greater pressures on the female leaders I went to see one head one morning immediately she adage me she skint down and wept. This is one scenario out of so many that women go through. This may be an extreme scenario, but there are a lot of women heads who do not experience up to a separate of this and yet lose control in the office, resulting in unnecessary conflict surprisingly, the head teacher in the story to a higher place is not aggr essive, neither is she passive one would not even have the slightest end that she had a problem, if she had not opened up to discuss it. This behaviour is unique to her, as not every woman can tolerate that without reacting this, I would argue is the result of individual differences in people. Individual differences in assertiveness are also crucial in how leaders are perceived and their success as a leader (Ames and Flynn, 2000).The notion about the upbringing of the fille child that translates into assertive behaviour is also worth mentioning. There was a practice, in earlier times, that is still being practised by some families, in Nigeria. When a boy wants to get married, his parents secretly involve about the girls family the purpose is to find out the norms and values of her family this they believe will tell them the kind of behaviour the girl is likely to exhibit. That will inform their decision on whether the boy should go with the girl, or not. Although the research w as carried out on American head teachers, the girls childhood upbringing is also taken seriously, in Nigeria. However, it does not always follow as parents would do everything possible and children will grow and choose their own path. That is not in any way implying that the girl childs upbringing has no influence in adulthood. Having such a strong parental influence is applicable as this may impact on the way that a woman perceives herself and a female that has not been encouraged to work a career for herself may face increased personal barriers to showing well hardened assertiveness.Lack of assertiveness in women heads tend to create fear and make them insecure in their role. It could be because they live intimidated by other colleagues, or lack confidence in their ability to carry out their responsibilities. Although leaders tend to put on a good front, they become emotionally exhausted in exhausting to propitiate on top of their game, something which is exacerbated when t hey also have family pressures. I recall with disdain how my head would add her workload to mine and demand I happen the deadline with authority of course. Other staff members claimed that she saw me as a threat and was trying to frustrate me it was almost the same experience with the other three women heads I worked with. The question is, if one is insecure, why take out their frustrations on other peopleAlthough the heads behave almost in the same way to all staff, men find it extremely difficult to tolerate such behaviours from female leaders. In the African culture, it is natural for men to be leaders and awkward or strange for a woman to be leaders, where there are men culture has placed the woman below the man. Unassertive behaviours by women leaders only strengthen the presumptuousness that women do not posses leadership qualities. However, there are women who are outstanding in their leadership roles. According to Dickson (2012), the issue of equation is one of the most i mportant peculiar(prenominal) of assertiveness.My action planHaving discussed the findings based on the available literature, it becomes imperative to map out a plan, based on my reflections of the module, especially regarding the aspect of assertiveness and training of potential female leaders. Although I do not like taking on the role of a leader, I am, most of the time, assigned responsibilities. As a passive person, I need to prepare myself for the future, especially in the aspect of assertiveness if this is not to create insecurities within myself.ConclusionAssertiveness seems to be a significant aspect of leadership however, it would appear that little or no attention is accorded to the concept or acquiring skills associated with . It is one thing to be a leader and another to be an effective leader. Women in leadership positions have colossal challenges for the singular reason of being women. Exhibiting aggressive, passive or manipulative behaviour will only add to their ch allenges and the suppression of the male dominant figure of authority. The woman is cognize to possess a naturally soft, accommodating, couthie and gentle nature. Where a woman leader decides to be domineering, in order to ascendancy respect like men, she meets with conflict which is responsible for the unnecessary emotional stress and exhaustion leaders and their staff experience, which can be avoided. If women leaders can express strong feelings, without being aggressive, accept that they are not omnipotent, and compromise, sometimes without insisting on fetching all the time, respect the feelings, privacy, and opinions of others, it is most likely that they will have a unruffled environment to work in, with full support from staff. Whenever people feel supported or acknowledged, there is likely to be advancement and also an indication that a situation has been handled assertively. The power of women, therefore, does not lie in the offices they occupy, nor their aggression, but in their ability to stay on top of the game by being assertive.ReferencesAmes, D. and Flynn, F. (2006). Whats good for the clown may not be as goodfor the gander The benefits of self-monitoring for men and women in labor movement groups anddyadic conflicts. Journal of Applied Psychology, 91, 272-281Ames, D. and Flynn, F. (2007). What breaks a leader The curvilinear relationbetween assertiveness and leadership. Journal of Personality and fond Psychology, 92, 307-324Ames, D (2009) Pushing up to a point Assertiveness and effectiveness in leadership and interpersonal dynamics. Research in Organisational Behaviour 29 (2009) 111 133Astrong M (1991). How to be an even better Manager. London Biddles Limited. P.27Bush, T. and Oduro, G.K.T. (2006). overbold principals in Africa Preparation, induction and practice. Journal of educational system, 4(4), pp.35975Coleman, M. 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