LABOUR-ARGENTINA: Wanted – More Women Executives

By Marcela Valente Reprint | | Print |

Marcela Valente

BUENOS AIRES, Jul 28 1999 (IPS) - The computer firm Hewlett Packard named a woman as its new executive president, and now she, Carleton Fiorina, represents a new trend: Leaders in high demand are those with qualities that women seem to possess naturally.

This was the centre of debate at a seminar in Argentina on management, exclusively for women who hold decision-making posts in national and transnational companies. The seminar was organised this month by the International Business Research Instute.

The issue is not “seductiveness” or “elegance,” as sexist attitudes might dictate. It is about leaders who are technically prepared for the job, as well as possessing attributes that traditionally have been better developed in women.

Fiorina, who is from the United States, was chosen to lead Hewlett Packard after defining the type of leadership today’s companies require. She became one of three women leading a company included in the world’s 500 most powerful companies.

In addition to Fiorina, there are four women on the seven-member directive board at Hewlett Packard. Promoting women to leadership positions for their “more modern” qualities is a growing trend around the world.

A study by the Argentinean magazine “Ejecutiva” (Woman Executive) indicates that 15 percent of the leadership posts in Argentina’s 300 largest companies are occupied by women. The study attributes this relatively high proportion to women’s organisational, conflict resolution and teamwork skills.

In general, says the study, women seem to be better at problem- solving, sharing information with employees, congratulating rather than criticising, and handling several issues at the same time.

“As women, we have natural values and talents that are better adapted to new management styles,” maintained Patricia Lopez Aufranc, seminar participant and president of Marval, O’Farrell & Marial, a consulting firm.

Lopez Aufranc added that “a substantial number of women are taking over leadership positions at a time when organisations need the talent, abilities and attitude women have to offer.”

Calling some of the feminine qualities “natural” was debated by women who work outside the business world. They prefer to say a trait, like the ability to concentrate on many issues at the same time, is “cultural.”

In his book, “In Search of Excellence,” business expert Tom Peter maintains that women have their own leadership style which gives them huge advantages.” He warns men to pay attention to the trend if they want to keep their jobs.

At the Argentinean seminar, the executives’ “bible” was a book by Sally Helgesen, “The Female Advantage: Women’s Way of Leadership.” The author stresses that women flourish in horizontally structured organisations where teamwork, time management, and an open mind are rewarded.

This model challenges so-called “traditional (masculine) leadership,” which is usually a pyramid structure of power in which the top gives orders, monopolises information, supervises, and puts a premium on results over processes.

“Women respond to circular leadership,” said Martha Alles at the seminar. She is head of the top management employment issues at the consulting firm Ernst & Young, and one of the seminar’s organisers.

A circular leader listens, shares information, promotes teamwork, creates commitment and tries to uncover the talents within her team to push individuals to continue developing, said Alles.

She also believes that motherhood helps train women in this sense. Mothers usually develop the ability to organise, teach, supervise, mediate, create balance and provide information.

The Ford automobile company in Argentina recognised that women “are coming on strong” in the compnay, not just because of their education level or professional work, but for their ability to adapt to new challenges.

Teamwork is fundamental at Ford because there are very few jobs that can be done individually. Work now requires common sense, humility, emotional balance, time management and communication skills.

These characteristics appear to be a common denominator among many women who currently occupy leadership positions in successful businesses. The theme arising from the seminar was that women should take advantage of these new opportunities.

The general mangager of Advance Telecommunications in Argentina, Maria del Carmen Saez Ruiz, maintains that her style is to put together teams and encourage them to supply new ideas. Perhaps the secret to her success.

Claudia Segovia, director of the computer firm Unisys in Argentina, defined her style as being based on communication. “Talking with people, listening to their problems, being everywhere and always keeping communication channels open,” is how she described her leadership style.

Fabiana de Nicolo, marketing director for the Telintar communications company in Argentina, believes it is necessary to “put together a good team and help each person develop professionally by being diplomatic in pointing out their strengths and weaknesses.”

The women executives also say it is essential to “lead by example,” in additon to keeping subordinates informed, especially as a means to eliminate stress and to advance the goals of the firm.

For some analysts of gender-issues, Fiorina’s arrival at the top of a multinational firm marks the end of an era and the beginning of new one, breaking the so-called “glass ceiling” that prevented many women from ascending in their professional careers.

However, the euphoria of Fiorina’s success brings with it a new challenge: The costs for many women who take over executive positions. It often means giving up motherhood – though it is often by choice.

For the time being, the rise of women in the business world is undeniable. As the trend strengthens and grows, the debate will be that women executives can be mothers, just like most business executives are fathers, and lead successful companies.