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European Journal of Applied Sciences – Vol. 12, No. 5

Publication Date: October 25, 2024

DOI:10.14738/aivp.125.17638.

Mlambo, A. (2024). Exploring the Perceptions of Employees on the Impact of Gender in Leadership Positions: An Assessment of

Employees in Local Authorities in Zimbabwe. European Journal of Applied Sciences, Vol - 12(5). 250-261.

Services for Science and Education – United Kingdom

Exploring the Perceptions of Employees on the Impact of Gender

in Leadership Positions: An Assessment of Employees in Local

Authorities in Zimbabwe

Aleck Mlambo

School of Business and Economics,

Atlantic International University, Pioneer Plaza,

900 Fort Street Mall 905, Honolulu, Hawaii 96813, USA

ABSTRACT

The topic of leadership has been addressed and applied for many years but the

concept of gender in leadership positions was not given thorough assessment in

various spheres of research. The main purpose of this study was to establish the

perceptions of employees on the impact of gender in leadership positions.

Literature review on leadershippositions was discussed. The study focussed on

leadership styles, communication, emotional intelligence, employees’

performance, and gender in leadership positions. The topic of gender and

leadership deserves serious discussion because of its professional, political,

economic, cultural, and personal realities of the twenty first century. The study

used the qualitative and quantitative methods of conducting the research and the

questionnaire was found to be an appropriate instrument to collect data. The

target population was composed of 100 employees and a sample of 50 participants

were used to gather data for the study. Data was presented in forms of graphs,

tables and pie charts which made it easier to analyse and interpret the results

using SPSS. The results and findings revealed that men and women were the same.

The findings also revealed that leadership positons had nothing to do with gender.

The results also showed that men looked down upon women in leadership

positions. The results also proved that emotional intelligence had nothing to do

with gender. It was the goal of this research that NGOs, government institutions,

private and public organisations and beyond the globe benefit from this study.

Keywords: Gender, Leadership, emotional intelligence, performance, gender stereotype.

INTRODUCTION

The topic is based on exploring the perceptions of employees on the impact of gender in

leadership positions. The researcher focussed on how employees perceived that notion of

gender in leadership positions. The researcher wished to understand how men and women

applied leadership with their leadership styles which involved transformational, transactional

or any other styles of leadership to improve the performance of employees in an organisation.

According to the World Health Organisation, (WHO), “sex refers to the biological and

physiological characteristics that define men and women. “Gender refers to the socially

constructed roles, behaviours, activities, and attributes that a given society considered

appropriate for men and women.

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Mlambo, A. (2024). Exploring the Perceptions of Employees on the Impact of Gender in Leadership Positions: An Assessment of Employees in Local

Authorities in Zimbabwe. European Journal of Applied Sciences, Vol - 12(5). 250-261.

URL: http://dx.doi.org/10.14738/aivp.125.17638

Gender equality in Zimbabwe started to develop with the 2013 Constitution where the

Constitution addressed women’s rights and gender equality which became Zimbabwe’s

founding values and principles and are in line with UNESCO 2030 goals [5 and 10].

To show the importance and seriousness of Zimbabwe in addressing gender equality, a

gender Commission was established to implement the provisions related to women.

Some of the key initiatives include women’s economic empowerment and sustainable

livelihoods. This is therefore, important to examine how men and women employ leadership

in managing employees in organisations.

The focus of this study is on the perceptions of employees on the impact of gender in

leadership positions in one of the local Authorities in Zimbabwe. In consideration of Africa

and other continents like Asia are lagging behind in terms of women’s rights and participation

in both political and economic opportunities, (Jody, M. 2022). The need for understanding of

human rights and women participation gave birth to women’s movements in various

countries although the voice was not clearly heard by people on decision-making positions.

This made it necessary to keep on fighting for gender equality to create equal opportunities

for both men and women. Traditionally, most managers were men and women were not given

the opportunity to lead. This was either in government institutions, political positions, local

authorities, parastatals, public organisations and private organisations. The issue started long

back from going to school where the girl child was not given opportunity to go far with

education. There was gender inequality and even when a women had climbed the ladder to

higher levels of education, there was still discrepancies in terms of salaries and treatment at

work places.

Women are regarded as the second human being since they are not taken as appropriate

leaders who have the skills to lead other employees regardless of their education and skills in

motivating and inspiring other employees to achieve the specific goals. Gender equality is

fundamental human right and is essential for a peaceful and sustainable world. Researches

have proved that women and girls represent more than half of the world’s population but are

excluded from positions of power or decision-making and access to political, economic and

social resources. Gender inequality therefore, persists everywhere and stagnate social

progress. Statistics also have proved that in the labour market, women still earn 23% less

than men globally as indicated by UNDP which becomes a challenge for people in positions of

influence.

The big question is, what is the general perception of employees in organisations when they

looked at women leaders against their counterparts, that is men leaders and what should be

done in the community, organisations and globally to improve women recognition? It is also

important to analyse the styles of leadership that are applied by both men and women and

which is the most style preferred by employees in the organisations. The discussion of gender

is a complex phenomenon with many facets that include gender schemas and stereotypes;

gender-role identity; and gender-role traits, communication, attitudes and values, (Vicky, P.

2019). Therefore, gender in leadership positions on management refers to the role and

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European Journal of Applied Sciences (EJAS) Vol. 12, Issue 5, October-2024

representation of men and women in leadership and management positions within an

organisation.

This involved gender diversity, gender equality, gender bias, gender stereotypes, glass ceiling

which involves invisible barriers that prevent women from advancing to top leadership

positions. This also involves leadership styles which include leadership approaches, such as

transformational, transactional, or collaborative leadership as indicated, (Jody, M. 2022).

Women being human beings that do a lot of activities, it is important to consider work-life

balance when one has to balance work and personal responsibilities, which affect men and

women differently in leadership positions, (Caroline, P. 2019).

Women generally are looked down upon and a lot of skills and knowledge have been under- utilised due to inferiority complex experienced by women employees. Some researchers

showed that women were better leaders as they acted as role models and bring unique

perspectives and ideas which led to innovative solutions.

Women were more likely to use transformational style of leadership and work collaboratively

to bring change in the organisation as well as emphasising on human well-being and

achieving success. Women also challenged gender stereotypes and biases thereby paving way

for future women to occupy leadership positions. Kaplan and Norton, (1996) defined

performance of employees as the means by which managers ensured those employees’

activities and outputs are in line with the business goals. The process involves managers

clarifying responsibilities, defining and agreeing on targets and standards of performance,

(Robins, M. 2018). Managers also provides guidance and helpthat develops employee

strengths and overcome their weaknesses, (Morgan, J. 2018). It is based on this notion that

employees need special skills and knowledge to manage them and are developed by either

men or women in the organisations. Studies came up with suggestions that women leaders

had better motivational tactics that drove employees to achieve expected organisational goals.

Even with the best strategies in place and the best skills, an organisation can only be effective

and efficient if its workers are motivated to perform at a higher level, (Chintalloo and

Mahadeo, 2013). This also means that employees are motivated to perform better if they are

managed by persons that care for their well-being which is the strength possessed by most

women leaders. Policies on Gender Equality have been established in various countries as

well as legislative changes and Women Movements have been employed but still women have

been found to be lagging behind in terms of occupying leadership positions, (Kawakami, C., J.

White, and E. Langer, 2000). Women have been asking unanswered questions as to why they

could not have it all in a free market economy. The issue of gender and leadership created a

lot of debate in many spheres of discussions.

Although there has been a marked improvement in terms of gender recognition as indicated

by the highly touted global convention of the Fourth UN World Conference on Women, held in

Beijing, China in 2013 and was later dabbed Beijing Women Conference. This resulted in the

introduction of a number of legislative changes aimed at improving women’s positions and

standings in the society, politics and the economy. Zimbabwe and other African countries and

the rest of the World benefited from the women’s movements that pushed for gender equality

in many spaces although there is a lot of room to do more, (Jon, B. 2020).