Women meet their psychological glass-ceiling.

Even though more and more women succeed in their willingness to rise to the top, they still have to deal with a lot of labeling, disrespect and men undermining their authority. No wonder women feel insecure! They start to doubt their own capacities and create all by themselves a psychological glass-ceiling.

Besides the usual challenges that come along with a top function, women seem to be struggling with social capital. Networking is indispensable, however it appears to be easier for men than for women.

Furthermore, women dedicate a lot of time to avoiding conflicts. Men find it hard to take orders from a female, forcing female leaders to calculate every single move, trying to earn the respect they absolutely deserve.

Lieselotte Switten

Introducing a glass floor ?

'Seven years from now, one third of managers in governmental and stock market listed companies should be female.' This strong statement was made by Joelle Milquet who announced a non-governmental bill as a result of the survey 'Women in top positions' established by IGVM.

Even though studies prove that companies with female managers make more financial progress, 62 % of listed companies don't employ women leaders. Moreover modern women possess the same qualifications as men. In general all important decisions in management are still made by men while women represent more than 50 % of our population.

Aiming for equity between men and women, this quota could be a big step in the right direction.

Lena Tanghe

Middle-Eastern women business leaders, not a fairy tale

Even though the Holy Koran has said that men and women are alike, the position of the women in muslim countries is far from equal. In Saudi Arabia, women always have to be escorted by a male relative in public, have to cover them up in an abayas and even weren’t allowed to have an ID-card until recently.

Change is on the way; women are increasingly graduating from universities, joining companies and even starting up their own businesses. The international business world is very pleased because this development represents more far-off venture possibilities in women-centered firms.

The appointment of a female Minister of Economy is part of Saudi Arabia’s proactive strategy to ensure the position of the women in business as well as in society.


Sources: http://internationalbusiness.suite101.com/article.cfm/workingwomeninmiddleeast
http://www.allbusiness.com/periodicals/article /709002-1.html
http://news.bbc.co.uk/2/hi/business/ 2356895.stm
http://news.bbc.co.uk/2/hi/middle_east/ 4437667.stm



Astrid Thienpont

A business contract or a kid’s smile?

Working women are struggling to find the right balance between a blissful family situation and achieving a thriving working career.

Working women stress the need for support from their partner as well as from their company. Stay-at-home-dads, paternity and maternity leave, flextime and special working arrangements can alleviate the pressure. Some women trade off with their partner’s schedule, so there’s always somebody to spend quality time with the kids. The proximity of a school or daycare can be helpful, but from time to time a nanny or live-in ready to lend a hand is a superior resolution.

Interviewed women leaders point out that it’s essential to work for a firm whose corporate culture completes your lifestyle since it can define your career path and family situation thoroughly. Female entrepreneurs confirm that you should immediately insist on certain values that are important to you when you’re applying for a job. If the company wants to match with your lifestyle, they’ll let you have breakfast every morning with your children.

Most interviewed working women are happy with the decisions they took in life. In the end, it’s not impossible to have a flourishing career and children, you’ve just got to make sure you make time for those happy faces.


Source: http://knowledge.wharton.upenn.edu/article.cfm?articleid=182



Astrid Thienpont

Good, better, female entrepreneurial style?

In America, almost half of the companies are majority-owned by female entrepreneurs. Research concludes that both male and female styles of leadership can be effective, although the female style often has that extra touch.

Due to genetic differences, women are more flexible and able to multitask. First, women leaders are less competitive, listen to their workforce and enjoy building a strong team. By contrast, male entrepreneurs believe they reveal their weaknesses if they ask for guidance. Second, studies point out that women are better at empowering staff and give better feedback. Soft female traits turn out to be the key to better management. By communicating a lot more, the staff feels appreciated and is motivated to work harder.

Because of the glass ceiling, few women run the Fortune 500-list. Men see the female managing style still as weak, although male chief executives should better cross over to the “female” style of management. Women have only just started to climb the corporate ladder, give them some time.




Astrid Thienpont