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Traditionally and historically the Mining industry was regarded as a male bastion. For many years mining was viewed as an all male pursuit involving risk, strength, action and danger, especially for underground workers. Acceptance by women to this ‘all’ male peer group required an endorsement of this masculine culture and value system. Women chose either to become outsiders to this culture and or to go through the process of defeminisation. The reality is that for many years women have not formed part of the mainstream economy, and have been assigned to ‘women’s work’, however, things have changed with the passage of time, and more and more women are emerging as leaders.
Thus, we find that women had been excluded from taking up positions in mining – firstly by legislation, and secondly through custom. The South African challenge to involve Women In Mining created by the Mining Charter and the Minerals and Petroleum Development Act has called for enormous commitment from all mining industry players. This challenge has opened new doors of opportunity to women, although going beyond compliance for major mining companies, naturally poses problems and concerns.
Why women in leadership?
Women are largely underrepresented in the halls of power within politics and mainstream economy-influencing business. Challenges facing women in the workplace include degrading cultural attitudes toward women and gender violence, which remain universal problems. There has been progress as women currently have more opportunities for education in many countries and are taking leadership roles in business and local communities.
“Women are more educated, more employed, and employed at higher levels today than ever before, but they are still largely pigeonholed in “pink-collar” jobs,” according to the Americ an Association of University Women (AAUW) Educational Foundation rep ort, Women at Work.
Results of the 2006 South African Women in Corporate Leadership census reveal that, while the number of women in top leadership positions is growing, there are signs that the momentum is slowing down on some fronts (source available).
Although we must acknowledge the fact that men and women each have distinctive contributions to make to society, the opportunities for women still remain far below those of men in most parts of the world. When studied over time, it is evident that great strides have been made in advancing gender equity. Gender Equity can be defined as: the principle and practice of fair allocation of resources, programs and decision-making to both women and men, and includes the redressing of identified imbalances in the benefits available (source available). But there are still many challenges. In the latter half of the 20th century, for example, it has been found that women have gained greater access to jobs, family laws have been liberalized in many countries to give women more control over assets, and more women have been winning political office, among other achievements.
The whole attitude towards gender has not been changing as fast as it should, although progress is constant. Women entrepreneurs are a major force in the US economy, and South African women are fast becoming entrepreneurial. Entrepreneurs display leadership and visionary qualities, and face similar challenges and barriers as do women within mainstream economy.
Over the years, there has been much research and discussion revolving around what differentiates leadership and management and how good leadership (versus management) can offer an organization sustainable competitive advantage. There seems to be consensus that leaders display the following traits; strategic vision, good communication skills, creativity, and the ability to trust and empower subordinates. Current leadership philosophy highlights characteristics commonly viewed as feminine attributes frequently employed by women occupying leadership positions in an organization
Numerous women are entering the workforce at all levels on a worldwide basis (Gibson, 1995). This increase is accompanied by unprecedented increases in the diversity of the ethnic and demographic makeup of organizations. As more women gain the work experience and education necessary to qualify for leadership positions, the supply of capable women leaders grows. Organizations are subsequently called on to reevaluate, reestablish and expand their notions of how to define what constitutes effective leadership as it relates to gender, stereotyping, and role expectations. These efforts are supported by the estimate that women will outnumber men in management roles by the years to come as more women are earning Bachelor level degrees and participating in graduate level educational programs (Girion, 2001). Rosener (1990;)
Investing in the education of young girls is seen as one of the most effective long-term ways to reduce poverty—by reducing fertility and increasing marketable skills among others. An old African proverb states:
‘if you educate a man, you educate an individual; but if you educate a woman, you educate a village.’
The UN member states vowed in 2000’s Millennium Declaration to “eliminate gender disparity in primary and secondary education, preferably by 2005, and in all levels of education no later than 2015.”
Cultural barriers to girls’ education may include parental fears that education will ruin a daughter’s marriage prospects, a belief that it is more important to educate boys who are responsible for family income, or a desire to keep girls at home to help with household chores.’
It has been established that women have the necessary competencies to be effective leaders, but they need to constantly challenge gender stereotypes on ‘women at work’. The responsibility lies within organizations to build a culture that is conducive to the ongoing development of women in leadership. The attitudes and behaviors of some of their ma! le count erparts may create problems if not properly addressed.
Possible solutions
To enable organisations to improve the percentage of women in mining, and develop a new crop of leaders for the mining industry, these are the strategies that need to be implemented:
• Preferential consideration should be given to women when filling certain vacant positions
• Active marketing strategies to attract women, and display information on the available positions on a mine for women;
• Women will be selected for accelerated development programs;
• Women will be appropriately represented amongst learnerships;
• Annual induction training will include a module relating to sexual harassment to create an environment that is not prejudicial for women;
• One sexual harassment officer will be nominated and trained per 50 female employees, to educate, inform and address any issues of sexual harassment;
• Women underground will be provided with safety equipment an d clothing that takes into account the ergonomic requirements of women;
• Underground toilets will be provided for female employees;
• Gender Diversity issues will be addressed at induction.
Agnes.Hove@Harmony.co.za
Agnes Hove
Manager: Transformation; Gender Diversity
Harmony Gold Mines |
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