ADDIS ABABA UNIVERSITY

COLLEGE OF EDUCATION AND BEHAVIORAL STUDIES

DEPARTMENT OF EDUCATIONAL PLANNING AND MANAGEMENT

PRACTICES AND CHALLENGES OF WOMEN IN LEADERSHIP: THE

CASE OF ETHIO TELECOM IN A.A (Head Quarter)

By:-ASNAKECH MEKURIA

July, 2020

Addis Ababa, Ethiopia

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 PRACTICES AND CHALLENGES OF WOMEN IN LEADERSHIP: THE
CASE OF ETHIO TELECOM IN A.A (Head Quarter)

A THESIS SUBMITTED TO THE DEPERTMANT OF EDUCATIONAL PLANNING

AND MANAGEMENT, COLLEGE OF EDUCATION AND BEHAVIOURAL STUDIES
ADDIS ABABA UNIVERSITY IN PARTIAL FULFILLMENT OF THE
REQUIREMENTS FOR THE DEGREE OF MASTER OF ARTS IN SCHOOL
LEADERSHIP

By:-ASNAKECH MEKURIA

Advisor: - KENENISA DABI (PHD)

July, 2020

Addis Ababa, Ethiopia

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 Declaration

This work or any part thereof has not previously been presented in any form, whether for the
Purposes of assessment, publication or for any other purpose. Information taken from published
and unpublished work of others is cited and list of references are presented in the study. I
confirm that the intellectual contents of the work are the result of my own efforts and no other
Person.

This is to certify that the thesis entitled ―practices and challenges of women in leadership in case
of ethio telecom in Addis Ababa (head quarter)‖Women in Leadership Position: Case of ethio
telecom Company‖ submitted in partial Fulfillment of the requirements for the award of the
Master of Arts Degree in Educational Planning and Leadership and Management. The work was
done under the guidance of My Advisor Dr. Kenenisa Dabi in Addis Ababa University,
department of educational planning and management educational leadership and management.

Name of participant Asnakech Mekuria Metaferia

Signature __________________________

Date______________________________

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 Approval

The undersigned here by certify to the Addis Ababa University the acceptance of the thesis
Submitted by Asnakech Mekuria Metafria practices and challenges of women in leadership in
case of ethio telecom in Addis Ababa (head quarter) in partial fulfillment of the requirements for
the Masters of arts Degree in Educational Planning and Leadership and Management.

Advisor Signature Date

________________________ __________________ ____________

Internal Examiner Signature Date

________________________ __________________ ____________

External Examiner Signature Date

________________________ __________________ ____________

Head of Department Signature Date

________________________ __________________ ____________

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 Acknowledgements

I would like to express my deep gratitude from the core of my heart to God has given me The
strength to carry on in my hard times challenges of my life and for his invaluable gift being with
me throughout in my study as the research comes to end with his will.

I feel the deepest sense of gratitude to my Advisor Dr. Kenenisa Dabi, a man with true respect
for learning, for his proper guidance and encouragement for this study upon the completion of
this study.

I would also like to thank participants of the study for taking time to fill in the questioners as
well as to participate in the interview sessions and contributors of the study who forwards their
idea, believes, agreements and disagreements through questionnaire, interview and Discussion.
Furthers more, I want to express my heartfelt thanks to my sister, brother and mother for their
moral support throughout my study.

Finally, I would like to thank my lovely children and my dear husband for their patience; love
and support from the beginning to the end of these study.my special thanks go to all my
colleagues, friends at work place.

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 Acronyms
Acronyms and Abbreviations

EFDRE_________ Federal Democratic Republic of Ethiopia

HREOC_________ Human Rights and Equal Opportunity Commission

ILO____________ International Labor Organization

GDP___________ Gross Domestic Product

ICPD___________ International Conference on population and Development

HDI____________ Human development Index

EPRDF_________ Ethiopia People‘s Revolutionary Democratic Front

HIV____________ Human Immunodeficiency Virus

UNFPA__________ United Nations Population Fund

AIDS__________ Acquired Immune-Deficiency Syndrome

EOC ___________Equal Opportunity Commission

UNDP__________ United Nations Development Program

KII____________ Key Informant Interview

ETA ___________ Ethiopia Telecommunication Authority

ETC___________ Ethiopia Telecommunication Corporation

ET_____________ Ethio Telecom

PTO___________ Public Telecommunication Operator

WCYA_________Woman, Children and Youth Affairs

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 TABLE OF CONTENTS

Acknowledgements .......................................................................................................................... i
Acronyms ........................................................................................................................................ ii
List of table ..................................................................................................................................... v
Abstract .......................................................................................................................................... vi
CHAPTER ONE ............................................................................................................................. 1
1. INTRODUCTION ...................................................................................................................... 1
1.1. Background of the study .......................................................................................................... 1
1.2. Statement of the problem ......................................................................................................... 3
1.3. Research Questions .................................................................................................................. 5
1.4. Objective of the study .............................................................................................................. 5
1.4.1. The general objective..................................................................................................... 5
1.4.2. Specific objective .......................................................................................................... 5
1.5. Significance of the Study ......................................................................................................... 5
1.6. Delimitation of the study ......................................................................................................... 6
1.7 Limitation of the study .............................................................................................................. 6
1.8 Organization of the study .......................................................................................................... 6
CHAPTER TWO ............................................................................................................................ 7
2. Review of Literature ................................................................................................................... 7
2.1 The concept of leadership: ........................................................................................................ 7
2.2 Leadership theories ................................................................................................................... 7
2.3 Leadership styles ....................................................................................................................... 8
2.4 Women in leadership ................................................................................................................ 8
2.5. Concept of Women and Leadership ......................................................................................... 9
2.6 Women‘s Vs Men‘s Leadership.............................................................................................. 11
2.7. The Benefits of Bringing More Women in the Leadership Positions .................................... 11
2.8. The Women and Leadership prominence .............................................................................. 12
2.9. Challenges of Women‘s in Leadership Position .................................................................... 16
2.9.1. Socio- Cultural Factors ................................................................................................ 16
2.9.2 Organizational Culture Barriers.................................................................................... 18

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 2.9.3 Gender Stereotype Factors............................................................................................ 19
2.9.4 Work Place Policies ...................................................................................................... 20
2.9.5 Discrimination in Appointments .................................................................................. 21
2.10 Empirical literature ............................................................................................................... 22
2.10.1 Women in leadership and decision making in Ethiopia ............................................. 22
CHAPTER THREE ...................................................................................................................... 24
3. Research Methodology ............................................................................................................. 24
3.1. Introductions .......................................................................................................................... 24
3.2.Research Design...................................................................................................................... 24
3.3.Target populations Sampling and Sampling Techniques........................................................ 24
3.3.1 Target Population ......................................................................................................... 24
3.3.2 Sampling techniques ..................................................................................................... 25
3.3.3 Sampling size ................................................................................................................ 25
3.4. Data type and methods of collection ...................................................................................... 26
3.5. Validity and Reliability .......................................................................................................... 27
3.6. Analysis and treatment of data ............................................................................................... 27
CHAPTER FOUR ......................................................................................................................... 28
4. Data Presentation, Analysis and Interpretation ........................................................................ 28
4.1. Introduction ............................................................................................................................ 28
4.2. Socio-Demographic Characteristics of Respondents ............................................................. 28
4.3. The practice of Women in leadership in Ethio-telecom ........................................................ 32
4.4. Challenges of Women in leadership ...................................................................................... 36
CHAPTER FIVE .......................................................................................................................... 43
5. Summary, Conclusions and Recommendations ........................................................................ 43
5.1. Conclusions ............................................................................................................................ 43
5.2. Recommendations .................................................................................................................. 45
List of References ......................................................................................................................... 46
APPENDICES .............................................................................................................................. 49

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 List of Table

Table 1: Profile of Respondents .................................................................................................... 29

Table 2: Profile of Respondents .................................................................................................... 30
Table 3: descriptive statistics on organizational factors ............................................................... 36

Table 4: descriptive statistics on gender stereotypes .................................................................... 37

Table 5: descriptive statistics on Work place policies and tragic problem ................................... 40

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 Abstract

The study was investigating the practical and challenges of women leadership in Ethio- telecom
industries of Addis Ababa.in women leadership example w/rt. frehiwot tamiru, chief executive
officer (CEO) in ethiotelcom she is good leadership style to the company and the first women
leader in ethiotelecom, industries of Addis Ababa which are becoming obstacles for women in
managerial positions in the company. In order to meet these objectives, mixed methods were
used through employing interview questions, questionnaires. Hence, probability simple random
sampling was used to select the respondents and discussants of the study. The findings of this
study thus revealed that there exists a huge gender imbalance between men and women
managers and women are highly underrepresented in the top and middle level managerial
positions in the company. Educational gap, socio-cultural attitude; gender insensitive
organizational culture, lack of organizational supportive system, gender based violence and
company recruitment and promotion practice are the major factors for women leadership
challenges identified by this study. As a result of these situations, women in Ethio- telecom
industries of Addis Ababa are highly discouraged to assume and to stay in managerial positions
and consequently Ethio- a telecom industry of Addis Ababa missed the opportunity of having
good representation of women in managerial positions and is experiencing poor customer
satisfaction. In order to mitigate these challenges, the Ethio- telecom industries of Addis Ababa
should establish a responsive system that meaningfully enhances women’s representation in the
top and middle level managerial positions. Accordingly, Ethio- telecom industries of Addis
Ababa need to strictly implement affirmative action at top and middle managerial levels, use
quota system and as well as clearly needs to set the gender sensitive criteria in recruitment,
selection, promotion and transfer of employees at managerial positions. Moreover, the Ethio-
telecom industries of Addis Ababa should put in advocate supportive in decision making process
of women that is responsive enough to the burdens of top and middle level women leaders and
that fights against gender based violence in Ethio- telecom industries of Addis Ababa.

Key words: leadership, Decisions Making, Ethio-telecom

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 CHAPTER ONE

1. INTRODUCTION
1.1. Background of the study
The idea that women are effective leaders has jumped from the wither of feminist trade books on
leadership (eg. Helgsen, 1990, rosener, 1995) to mainstream press ad is staidly making it way in
to the popular cultures and is steadily making it way in to the popular culture articles in
newspapers and business magazines reveal a cultural realignment in the united states that
proclaims a new era for female leaders as business week announces that woman have the right
staff (sharpe,2000).

Fast company concurs that ―the future of business depends on women‖ (hefferman.2002) even
more starting in business week‘s subsequent cover story on the ―new gender gap‖. Maintaining
that ―men could become losers in global economy that values mental power overnight‖ (conlin,
2003).

The sharp edge of this female advantage articular must be quite baffling to the many academic
leadership researchers who have argued that gender has little relation to leadership style and
effectiveness (eg, Dobbins and platz, 1986 Powell 1990).we recently provided a review of som
of the research relevant to the debate about female advantage.

The basic question that we adders in this article and that debate about female advantage. The
basic questions that we address in this article and that demand attention in relationship to these
arguments is:-

a. Whether men and women behave differently in leadership role.

b. whether women receive prejudiced evaluations as leaders and potential leaders, and

c. whether leadership by woman might be more effective or better meet the needs of
organization than leadership by men

Women who seek to practice leadership in industries conventionally governed by male

perspectives are likely to face a variety of challenges that deter or eliminate the will to pursue

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certain roles. The historical pursuit of leadership by women has been symbolized through ―The
Glass Ceiling‖, and more recently ―The Labyrinth‖ (Kellerman & Rhode, 2007), yet
intersectional representation in upper levels of organizational management is far from equal.

When we talk about women in developed nations, like Finland, equality between men and
women is considered far developed. Finland was the first country in Europe to give women the
right to vote in 1906. In 2018, according to research, Finland was the third most gender equal
country in the world, regarding health and education. Both men and women are well educated
and women can choose to have both; a career and a family (Statistics Finland, 2019). However,
there is still a salary gap between women and men's earnings and women who choose a career
rather than home life, often face negative attitudes and discrimination. Also, the number of
female leaders is surprisingly low (Tanhua 2018).While women are increasingly breaking
barriers and taking on upper level positions in most developed nations government, justice,
athletics, entertainment, etc., it is essential that professionals understand what continues to
perpetuate the underrepresentation of women within our organizations‘ leadership.

Additionally, in developing countries like sub-Saharan Africa, there is still lacking gender
representation in leadership puts other female stakeholders at risk. When intersectional
representation is deficient within the decision-making factions, minority populations‘ concerns
are often inadequately prioritized. Heterogeneity amongst leadership also inhibits groupthink,
increases collective intelligence, and fosters innovation. Female Leadership Presence (as
representation in leadership) is a mechanism for change, as well as a means of building the most
effective team possible. The representation of stakeholders in leadership is a value is not yet
verily fostered within organizational dynamics and human relations, as these operate effectively
only when clientele, employees, community, and leadership are integrated and supported
(Biseswar, 2011).

In our country Ethiopia women face sexual abuse, administrations protect worker and manager
from justice, and government women employee is undermined by extraneous priorities. Most
government organizations and enterprises need to add-on an employment morality and culture as
a social by-product (Ministry of Women‘s Affairs, 2018).

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According to Muluneh (as cited in Chalchissa & Emnet, 2013), even though the local
government‗s effort in incorporating gender perspective into economic empowerment programs
show a relative improvement, it is still quite low. Moreover, women‘s employment has
increased, in Ethiopia public organization over the last decades, compared to men, still there is
low women‗s participation in decision making (Chalchissa, 2011).

Ethiopia is a patriarchal society that keeps women at a subordinate position, using religion and
culture as an excuse. These excuses have for many years been supported by laws and legislation,
that uphold patriarchy and women‗s subordination. This has brought about and maintained
disparities between men and women, in division of labor, share of benefits, in law and state, in
how households are organized, and how these are interrelated (Haregewoin and Emebet, 2003 &
Genet, 2007).

However, there is a social impact that women employee has on marginalized groups, which
needs to be addressed in order to preserve purposeful women aspiring leadership within this
culture. In changing the experience of masses of individual‘s women participating in leadership,
it is imperative that organizations address the conditions of their management for female
stakeholders, the representation levels of various inter sectionalist‘s, and the issues that go under
prioritized when gender representation is not met (WCYA, 2018). The right for women to work,
get the same pay as men and be leaders is still a very current issue. Even though the situation has
been getting better slowly, concepts as the glass ceiling and quotas for women still exist. The
current Researcher decided to research this topic as she is a woman herself and has always been
interested in the issues of equality and leadership. Also, the issue concerns challenges and
practice of women leadership in Ethio- telecom.

1.2. Statement of the problem

Since women constitute half of the population in Ethiopia, they significantly contribute to the
country's economy, mainly in the agriculture and the informal sector. Despite their contribution
to the economy and social development, however, they did not enjoy the fruits of development
equally as their male counterpart. To this effect, they do not have access to, health, education,
and other productive resources and they are not adequately represented in leadership and
decision- making positions at all level (Adugna. 2013).

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The status of men and women is varying in different cultures; in general, men dominate the
political, economic, and social area in all cultures. Although women's contribution to their
national economies is immense, it has not been translated into better access to resources or
decision-making powers as it is expected. As a result, women remained to face challenges and be
the poorest of the poor. Due to the different roles and responsibilities men and women have in
the society, the causes and experience of poverty also differs by gender. Previously, rights such
as, access to land, credit and other productive resources are difficult for women to attain (Federal
Civil Service Commission, 2018).

Thus the majority of leadership positions were occupied by men leaders and the representations
of women in leadership and decision making positions are almost insignificant. Accordingly, in
majority government owned organizations is no significant women participation in the leadership
positions of the region. Similarly, Ethio telecom Annual Report (2017 cited in WCYA, 2018)
indicate that from the total of 26,000 sectors employees, women leader occupied only 26% from
total employee populations. In other hands, from the total ratio of 30 vise and leaders only 3
were women (Birikit, 2014). From this, we can see that women are still in the minority in key
areas and decision making positions and the further up the hierarchy the greater the disparity of
the women in the sectors. This low participation of women in leadership also has an impact on
growth and development of the sector.

Finally, in the current situation, at higher level in the House of Federation 50% fulfills the
participation of women‗s in leadership position, but in the government institutions is not focused
this issue. In spite of this wide gap the researcher aggravated to assess challenge and
participation of women in leadership position and also recommend those factors to Ethio telecom
industry and responsible positions to formulate the possible strategies that can help to enhance
their participation in leadership position in main branch of the telecom industries.

However, whatever positive actions and advocacy are provided for women by considering their
ultimate contribution to development, the researcher believes that there are challenges that
women facing still during exercising their duties and responsibilities. Only small numbers of
women are doing leadership activities in any government and non-governmental organizations.

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Therefore, these challenges and practices of women need intensive examining for further scaling
up of their role in economic, social, political and technological developments.

1.3. Research Questions

The study was attempted to find out answer to the following basic questions: -

1) What is the nature of women‘s practices in decision making and leadership Ethio-
telecom industries of Addis Ababa?
2) What are the major barriers that hinder women‘s participation in leadership in Ethio-
telecom industries of Addis Ababa?
3) What is the challenges /factors/ that women facing during them exercise their duties and
responsibilities in decision making and leading in Ethio- telecom industries of Addis
Ababa?
4) What are the work place policy factors hinder the participation of women leadership
position in Ethio- telecom industries of Addis Ababa?

1.4. Objective of the study

1.4.1. The general objective

The overall objective of the study is to examine challenges and practice of women leadership in
Ethio- telecom industries of Addis Ababa.

1.4.2. Specific objective

1. What is the nature of women‘s practice in decision making and leadership ethio-telecom
industries of Addis Ababa?
2. What are the major barriers that women‘s participation in leadership in ethio-telecom
industries?
3. What does the practice of women leadership look like in ethio-telcom (Head quarter)?
4. What are the challenges faced by women in leadership position at ethio-telcom
industries?
1.5. Significance of the Study

The finding of this study may:

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  Help ethio-telecom policy –makers and planners understand the status of women in
leadership position in the sector.
 Help women in telecom leadership position strive more for ensuring equal opportunities
for women in leadership.
 Help ethio-telcom workers understand the existing major challenges failed by women in
leadership.
 Help other researchers as a stepping stone to conduct further research in the area.

1.6. Delimitation of the study

The study geographically delimited to Ethio-telecom main branch in Addis Ababa office. The
study area is conducted only in Addis Ababa Ethio telecom Company focusing on head office
and two zones. The company has a head in six zonal offices and eight regional offices across the
country. So the researcher has chosen to conduct the study on above specified area where
majority of employees are situated and where most of those respondent categories mentioned
above are all placed. The study also analysis the challenges and practice of women leadership in
Ethio-telecom head quarter.

1.7 Limitation of the study

The study suffered from behavioral problems of the respondents. In this case the responding
ability and willingness of the respondents were situational. However, favorable situations were
considered for the respondents to minimize situational factors that affect the quality of the data.

1.8 Organization of the study

This study consists of five chapters. The study is structured sequentially in such a way that the
First chapter deals with the back ground, statement of the problem and the objective of the study.

The second chapter includes the related literature on classroom management. The third chapter
focuses the methodology of the study. The fourth chapter contains the data analysis and
Interpretation and Chapter five presents the findings, conclusion and recommendations.

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 CHAPTER TWO

2. Review of Literature

2.1 The concept of leadership:

 There are almost as many definitions of leadership as there are persons who have
attempted to define the concept
 Leadership has been defined in terms of traits, behaviors, influence, interaction patterns,
role relationships, and occupation of an administrative position

 Leadership is the behavior of an individual directing the activities of a group toward a

shared goal

 Leadership is the influential increment over and over mechanical compliance with the
routine directives of the organization

 Leadership is exercised when persons mobilize institutional, political, psychological, and

other resources so as to arouse, engage, and satisfy the motives of followers

 Leadership is a process of giving purpose (meaningful direction) to collective effort, and

casing willing effort to be expended to achieve purpose

 Leadership is the ability to step outside the culture, to start evolutionary change processes
that are more adaptive

 Leadership is the process of making sense of what people are doing together so that
people will understand and be committed

2.2 Leadership theories

Leadership theories are the explanations of how and why certain people become leaders. They
focus on the traits and behaviors that people can adopt to increase their leadership
capabilities. Some of the top traits that leaders say are vital to good leadership include:

 Strong ethics and high moral standards

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  Great self-organizational skills

 Efficient learner

 Nurtures growth in employees

 Fosters connection and belonging

2.3 Leadership styles

Leadership style is the way a leader approaches managing team members. Leadership styles were
formally developed as a result of studies on leadership theory, and each style includes
distinct qualities. Common leadership styles include:

 Coach: Recognizes strengths and weaknesses, helps people set goals and provides a lot
of feedback.

 Visionary: Manages through inspiration and confidence.

 Servant: Focuses on helping team members feel fulfilled.

 Autocratic or authoritarian: Makes decisions with little or no input from others.

 Laissez-faire or hands-off: Delegates tasks and provides little supervision.

 Democratic: Considers the opinions of others before making a decision.

 Pacesetter: Sets high standards and focuses on performance.

 Bureaucratic: Follows a strict hierarchy and expects team members to follow procedure.

2.4 Women in leadership

Women have become a dominant force in the workplace. Despite different challenges, many are
rising to top management positions in both the private and public sectors of the economy. Some
have successfully broken the glass ceiling and others are aspiring to do so. As leaders, women
have the responsibility to drive their teams to achieve and exceed targets. This needs creativity,
innovation, professionalism and ability to get the best from team members. Women often have to
work harder and smarter to get to the top.

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This program will assist these women sharpen their leadership skills in order to succeed in
today‘s challenging world. It will help them fine-tune their strategies for effective leadership.
This four-day program would help them explore and leverage on contemporary leadership tools
that have helped organizations achieve high performance. It will cover different management
concepts, effective leadership essentials, creative and problem solving skills and afford them
opportunities to share their experiences and learn from each other.

2.5. Concept of Women and Leadership

Leadership is a complex and multidimensional phenomena. It has been defined as: a behavior; a
style; a skill; a process; a responsibility; an experience; a function of management; a position of
authority; an influencing relationship; characteristic; and an ability (Northouse, 2007).
Leadership is a process by which one person influences the thoughts, attitudes, and behaviors of
others (Yalem, 2011).

Leaders set a direction for the rest of us; they help us see what lies ahead; they help us visualize
what we might achieve; they encourage us and inspire us. Leadership is the ability to get other
people to do something significant that they might not otherwise do. While this is not a simple
social issue, the conditions for professional women is a recurrent conversation because of its
prevalence, significance, and as progressive leadership continues to be a need across sectors.
Statistics around the rates of female representation in government employment opportunities by
Acosta & Carpenter (2014: p98) argues, ―The opportunity to include females and members of
varied ethnic groups in the administrative structures seems advantageous as well as increasingly
easy to accomplish. The average number of over 4 administrators per program is at its highest
ever with Division 1 programs leading the way with 6.62 administrative staff members per
school. Division 1 programs also average the lowest percentage of programs lacking a female
voice with only 1.2% having no female administrator, down from 4.2% in 2010‖

Women are an underutilized talent pool, performing increasingly well in higher education, and
developing younger generations that are aware and consistently challenging norms and
discriminatory practices. Eagly and Carli (2007) acknowledge the increases of female
representation and success in higher education, ―Along with 57 percent of bachelor‘s degrees,
women now earn 59 percent of master‘s degrees and 48 percent of PhDs.

9
Women also receive 49 percent of law degrees and 42 percent of MBAs‖ (Eagly and Carli,
2007). Still, there is a particular need to address the conditions that allow for the professional
―labyrinth‖ experience, and what skills can benefit those who face it. For women pursuing
athletic leadership, there are many forms of inequality that negatively impact development. The
focus here relies on the belief that women will continue to overcome stereotypes, discrimination,
harassment, isolation, and internal barriers to leadership development to co-create new systems.

Accordingly, Kellerman & Rhode (2007) then, it is significant women pursuing leadership are
informed around the personal practices and support opportunities that are available for their use
throughout their career and lifespan development. Leadership theory encapsulates the insights
and methodologies applicable for those who are not quite able to push through inhibitors to
success in their current conditions or mindset. It is the perspective by which human relations and
group dynamic dilemmas can be addressed, and progression can be achieved. As women
continue to engage in athletic/business culture and career opportunities, it is important that they
understand strategies helpful for withstanding inevitable challenges. The external factors or
demand-side factors that impact female leadership development need to be addressed and
restructured at the organizational level.

Additionally, women, with the tools and insight of this perspective, can extinguish ingrained
internal barriers or supply-side factors by understanding leadership presence, the three skills of
leadership presence (self-efficacy, authenticity, and influence), and the strategies available to
benefit this work (Adugna, 2013).

The organizational labyrinth women often experience is complicated and situational impacts
women based on the varying factors imposed upon and adopted by the individual. Women who
hold intersectional racial, social, sexual, economic, ethnic, or medical identities commonly face
additional threats against development, and leadership theory offers information around the
strategies available for personal practice to benefit Leadership Presence. This is a period of time
for female professional development. Social movements like Me Too and Times Up are inspiring
conversations and generating change focused on the subpar conditions for women in professional
sectors economically or ethically (Elprana & Felfe, 2015). It‘s time to access, create, and

10
empower new opportunities for others, and ourselves in order for the best possible future to
emerge for younger generations.

2.6 Women’s Vs Men’s Leadership

There is a famous saying that women and men are different in leading but for organizations
striving to bring gender equity effective leadership is not in any way related to sex, leadership is
leadership. It is the deep rooted attitudes, beliefs and mindsets about gender roles that in turn
influence men‘s and women‘s leadership capability. Thus, as long as we have expectation
differences from men and women leaders, then it means that we should apply different standards
and as a result experience different behaviors. Leadership quality and capacity of men and
women should be viewed from individual perspective rather than from the point of dormant
gender stereotypes (Elprana & Felfe, 2015).

The socially constructed perspective that ―men‖ take action Vs ―women‖ care‖ has implications
for leadership and people‘s views about what makes a good leader (Deloitte, 2011). Resetting to
zero, if there are no sex-based differences between leaders, why do we see differences? Is it just
a matter of perception? There are two critical explanatory concepts and processes which offer
significant insights and make sense of recent research on women in leadership. This research
demonstrates that all else being equal (e.g. women and men were equally qualified, equally
ambitious and not distracted by children), decisions were still made at every stage of a career
which slightly advantaged men and disadvantaged women. What are the explanatory factors?
The first concerns individual implicit assumptions and stereotypes, and the second identifies the
impact of group dynamics on individuals

2.7. The Benefits of Bringing More Women in the Leadership Positions

According to McKinsey &Company‘s study, women‘s leadership traits are proved to be more
effective in achieving corporate performance. Thus this shows that promoting gender equality as
well as enhancing women‘s roles in leadership positions is vital strategy (McKinsey &
Company, 2016).

Furthermore, women tend to utilize constructive approaches of leadership such as human

resource development, expectation and rewards, role model, inspiration and participative
11
decision making. On the other hand, men dwell on control and corrective action and
individualistic decision making behaviors (McKinsey & Company, 2016). From this it can be
inferred that, women leaders practice leadership styles that are highly relevant and fitting to the
contemporary business environment and this definitely has positive outcome of enhancing
effectiveness and efficiency of companies which are led by women.

Ensuring equal participation of women in leadership with men has direct implication on fair
distribution of power. Ensuring the equal participation of women in leadership endow women
with the privilege, high compensation, the high status and all other opportunities that leadership
positions bring. (AAUW, 2016). This without doubt accelerates all rounded empowerment of
women and enable them have meaningful contribution to national, regional as well as global
economic development. The study of Credit Suisse, as cited in ILO, 2013) proves companies
which engage women at the top managerial positions benefit in being profitable than those
companies who do not have such trend.

As per the research conducted by ILO, (2013) private firms reveal the positive correlation
between women leadership and constructive work performance and profitability. Additionally, in
companies where women leadership is prevalent, there is less trend of staff lay off and
accordingly workforce reduction is very minimal in companies where women leaders are
governing (Sekkat, Szafarz & Tojerow, 2015). The other justification why there is strong
advocacy towards promoting women‘s leadership in every part of the world is well articulated in
the research conducted by (Novakovich, 2017). Accordingly, women‘s approach of leadership
takes the form of transformational style which in turn has the benefit of motivating follower
through charisma, intellectual inspiration, and consideration of the individual (Novakovich,
2017).

2.8. The Women and Leadership prominence

Women are not found in managerial positions in proportion to their presence in the workforce
due to barriers to women‘s advancement. Whether these barriers are real or imagined, the
structural barriers to women‘s career progress should not be considered as single, isolated ones
but as multi-level impediments that impinge on women‘s progress at the entry level as well as
every occupational/functional and hierarchical level throughout the company. Once one barrier

12
has been evaded or overcome, others come into play. The situation facing women is thus
complex, multi-dimensional and multi-faceted (Van der Colff & Van Scheers, 2004). These
barriers create a ―glass ceiling‖ for women at their place of work. For example, before the 1974
revolution, Ethiopian society had a strong religious base and the political culture has derived its
strength from those religious beliefs.

Orthodox Christianity was the dominant religion at the time forming the ideological base of the
ruling monarchs. Within the stratification system, women were not only placed at the lowest
hierarchical level, but were also expected to show utmost respect and submission to men and
never question the motives of their husbands, fathers or male relatives. This hierarchy was also
explicitly stated in the Fetha-Negest (as cited in Biseswar, 2011): First, he the judge must be a
man the requirement of being a male is based on the consideration that man is the master of a
woman, as said by the Apostle [Ephesians 5:23].

The office of a judge belongs to the superior rather than the subordinate; because a man is more
intelligent, he must judge‖. Over centuries, such indoctrination became further integrated as part
of culture. In this manner, women‗s inferior status became established unchallenged as universal
within the traditional patriarchal ideology. So according to Fetha-Negest women at that time
were subjected to powerful autocratic ideological control that none of them could challenge the
emperor. Due to that, the Emperor had no agenda and did not consider women‗s advancement as
an issue. There were women‗s organized activities run mainly by non-governmental (NGOs)
bodies such as the Ethiopian Women‘s Welfare Association, the Ethiopian Officer‘s Wives
Association, and the Ethiopian Female Students' Association. These Associations were, however,
limited in scope, and only existed in the cities.

Besides as it was the order that time, the monarchy did not design special measures for women‗s
liberation and also did nothing to alter traditional gender perceptions in the society. Therefore,
they had little or no impact on government policies, laws, regulations or development programs.
Most of the educated women (at the time there were very few) were also not sensitive to their
own problems and could not walk further than functioning as part of the society, abiding by their
feminine roles. Even though the first parliament was established in Ethiopia during Haile
Selassie‗s regime, no woman had been given a chance of nomination. Latter, only 2 women in

13
1965 and 5 women in 1969 have occupied the imperial‗s parliament and the senate which had
250 and 125 seats respectively (Yalem, 2011).

When the Dergue (The Military Government) took political power in the country in 1974, it
dramatically changed the political course from monarchy to a communist orientation. The
Revolutionary Ethiopian Women‗s Association (REWA) was established by proclamation, but
this organization was too monolithic and too close to the Dergue to be of any real use to women.
The purpose of its establishment was, in fact, the consolidation of the Dergue‘s power.
Promoting the interests of women was not high on its agenda nor was it designed to influence
government policies or help women benefit from development programs. As a result, there was
little improvement in the lives of Ethiopian women, whether in the social, economic or political
sphere, especially of those who lived in the rural areas (Yalem, 2011).

Even though a few development agencies, particularly NGOs engaged in relief and rehabilitation
work, had attempted to incorporate women's issues into their work programs, they did not show
the expected results. This was because the previous government had not given women‗s
development the priority it deserved and therefore had not created conducive atmosphere for
development initiatives for women. The Dergue made it clear that it would not tolerate any
resistance from anyone to achieving its own goals.

In the first year of its power, women activists engaged on state structures (peasant associations
and women‗s commission) to advance their agenda in mobilizing rural women in some regions.
They exploited the available opportunities at the time. But that did not last long. The Dergue
assumed complete monopoly on the emancipation of women, dictating its course and actions
from a distorted woman question paradigm. Within this woman question, there was no indication
of altering the traditional female and male domains. In fact, these were found to be enforced and
exploited to the maximum by the institutional arm of the Dergue representing all women in the
country, namely the Revolutionary Ethiopian Women‗s Association (Biseswar, 2011).

Things looked more promising when the EPRDF took political power in the country in 1991.
Many new laws replaced the abundance of state proclamations of the Dergue, creating
opportunities for society. Initially, these laws promised much freedom and space to the people

14
(Biseswar, 2011). The ruling party set up its own national women ‗s machinery in the form of
Women ‗s Affairs Offices (WAO) and bureaus to enhance women ‗s actions.

Beside the women‗s machinery, the EPRDF government also initiated numerous other well-
intended efforts to enhance the rights of women within. These include the promulgation of a very
liberal constitution containing women‗s explicit rights, the signing of international treaties
regarding women‗s rights and the introduction of affirmative measures to promote women‗s
advancement (Yalem, 2011).

The Federal Constitution of Ethiopia was promulgated in 1995 which has renewed the
commitment to the gender policy and clearly expressed legislative support for women through its
various articles. For example, Article 25 prohibits discrimination on grounds of gender. Article
35 is the most comprehensive law regarding women‗s rights and consists of nine sub-provisions.
These are stipulations on the equal enjoyment of rights; equality of rights in marriage;
entitlement to affirmative measures; freedom from harmful traditional practices; maternity leave;
equal participation in program planning and implementation; equal rights on property ownership;
equality in employment; and full access to reproductive health care. A number of other
constitutional provisions, namely those embodied in Articles 7, 33, 38, 42, and 89, also have a
direct bearing on the protection of the rights of Ethiopian women.

It did not stop there. It was quite promising to see that the ruling party included an article in the
constitution meant to domesticate these international treaties. Article 9 (4) in the 1995
Constitution stipulates that all international agreements ratified by Ethiopia are an integral part of
the law of the land‖. Many other steps undertaken by the EFDRE government on women‗s rights
include revision of the family law in 2000; revision of the penal code in 2004; revision of the
labor law; launching of a social welfare policy in 1997; an educational policy; the formulation of
a national health policy in 1993; the promulgation of a national population policy, and many
more. Besides these, Article 3 of the constitution provides equal opportunity for women to
participate in the decision making process by giving them the right to vote and be elected.

Though much still remains to be done, there are noticeable achievements in the participation of
women particularly in the parliament as well as in regional councils. The Civil Service Reform

15
Programs also contributed a lot to women's participation in decision-making. Article 13 (1) of
the Civil Service Proclamation No.262/2002 prohibits discrimination among job seeker on the
basis of sex.

2.9. Challenges of Women’s in Leadership Position

Under representation of women in senior leadership is problematic for several reasons. First, a
lack of women in senior positions may discourage the lower-level women to aspire to an upper-
level position, because they feel that it is un-tenable at all. Highly qualified and experienced
women may thus not apply for upper level positions. As a result, organizations lose the
opportunity to capitalize on the skills and talent of a portion of their workforce. Further, when
employees perceive a lack of women in upper management, they may form ideas about the
implicit values and culture of the organization, such as it is an old-boys club, or discriminatory in
its hiring and retention practices (Acosta & Carpenter, 2014). Therefore, there are so many
reasons that barriers women from moving to upper leadership position and from those factors
some of them are described as follows:

2.9.1. Socio- Cultural Factors

Willis (1991) culture is that which surrounds us and plays a certain role in determining the way
we behave at any given moment in time. By no means a static, concept defines culture and is
both defined by events that are taking place both locally as well as regionally and internationally,
it is shaped by individual events as well as collective ones, and it is a feature of the time or epoch
we live in. Because it is so vast, culture is also often used as a tool to validate all manners of
actions not, all of which may be acceptable to all concerned and are often intimately, connected
to issues of identity. Cultural frameworks are not always imposed, but are open to manipulation
and interpretation from many angles and sources.

Home responsibilities as well as, place-bound circumstance more spouse were early contributors
to women, lack of administrative success, either because of the demand of family on women
aspirants restricted them because those who hired believed that women would be hindered by
family commitments. Native American women in Montana are example reported to be
identifying family responsibilities as barriers to entering administration (Brown, 2004). The

16
same to Brown other researcher (Shake Shaft el al, 2007), stated that ―family and home
responsibilities are more likely to affect the career patterns of women than of men‖. In most
African culture include Ethiopia, social-cultural traditions tend to assume that women public
roles are just additional activities to their primary roles.

For examples, in Ethiopia women engaged in productive and community works. As we known
women are mother, wives, and breadwinners in their home (Meron, 2003). Because of those
many responsibilities women are being restricted to domestic role with small opportunities and
contact to decision making and leadership position.

According to Bernaars, (as cited in Mbugua, 2007) in any ethnic group in Africa a typical
woman has low status particularly lack of power to make decisions on matters affecting her life
and those of her family. This culturally determined expectation and attitude towards the girl child
influences less allocation of resources towards the girl as compared to the boys.

A boy will always be considered first before a girl. This gender biased cultural assumption and
the subsequent differential treatment of boys and girls in a homestead not only diminish girls
‗access and performance in the education but also tend to push girls to doing the so called
feminine careers ‗. One of the earliest biological justifications for male superiority comes from
Aristotle 5th century B.C (as cited in Amrot, 1998, p.7). He stated that the world is a hierarchy
composed of ruling elements and women are naturally fit to the second. In his own words he
described it as the male is naturally fitter to command than the female and women benefit most
by being subject to male royal authority. It is mainly because during that time the inequality of
men and women was a legally and socially accepted fact.

Therefore, this simply shows his ideological difference from contemporary thinkers. While
society believes in the superiority of men, we are in the decade of woman in which the
involvement of women in many aspects is a hot issue. The society and the individual attitude
toward women ability in holding the responsibility of leadership and decision making position
could affect the participation women significantly. As stated by Hoare and Gell (2009), Mistrust
of women ability to lead and the stereotypes and prejudices about their roles in society and their
lack of suitability for leadership roles and decision making are also challenge for women.

17
These challenges are usually aggravated by cultural factors. As Sitterly cited in Amrot, (1998,
p.7) the women manager confirmed it as follows: The 1990‗s has been named the decade of
Women …changes in values technology, labor availability the work force, life styles, public
attitudes, family roles, globalization, legal requirements, company recognition, emphasis on team
work and employee involvement are all factors that will enhance women‗s opportunity to
compete and survive in tough economic time.

2.9.2 Organizational Culture Barriers

According to Phillips (as cited in Mbugua, 2007) organizational culture is defined as the realities,
values, symbols and rituals held in common by members of an organization and which contribute
to the creation of norms and expectations of behavior. It defines conduct within an organization,
determines what is and is not valued, and how authority is asserted. The values, which support
the great majority of organizations, and thus define success, often include money, power and
status. As McKenna (cited in Mbugua, 2007) the corresponding behaviors include working long
hours and putting in face time (as proxies for productivity), competitiveness and a willingness to
put work above all else.

These values and behaviors, which some authors define as being masculine, have come to
dominate organizations for historical and socioeconomic reasons but are increasingly being
challenged by women, and many men, who want to ‗work to live‘ rather than ‗live to work.‘ The
organizational and managerial values in some organizations tend to be characterized by
stereotypical views of women‘s roles, attributes, preferences and commitments. These in turn
influence decisions about who is suitable for particular positions, which is seen to have potential
and so forth.

When women find themselves selected or assessed on the basis of group membership rather than
on their experience and abilities, they experience gender discrimination. According to Eagly&
Johansson (as cited in Miller, 2006) leadership and management continue to be the domain of
men that is thinks manager, think male ‗. This has implications for women and men, rightly or
wrongly, are perceived in a particular way in society, which permeates organizations. They are
assigned gender roles, which are shared beliefs that apply to individuals on the basis of their
socially identified sex.

18
2.9.3 Gender Stereotype Factors

Gender stereotypes are generalized beliefs about the characteristics and qualities attributed to
men and women in a society. In general, men are characterized as aggressive, risk-taking,
decisive, and autonomous (agentic attributes), whereas women are characterized as kind, caring,
relational, and humble (communal attributes) (Collins & Singh, 2006; Sikdar & Mitra, 2008).
Gender stereotypes can be described as the characteristics, attitudes, values and behaviors that
society specifies as appropriate for the particular gender.

The differences may have arisen not just from biological differences but also from sex role
socialization during childhood and the way in which men and women develop psychologically.
Gender stereotypes have consistently demonstrated that men are generally seen as more agent
and more competent than women, while women are seen as more expressive and communal than
men (Duher and Bono; Sczesny and Stahlberg, as cited in Ginige, 2007).

According to (Birikti, 2014), social norms promote a general stereotypes of gender roles which
have been cultured through process of social learning, these social practices encourage the
development of skill, traits, and behaviors that are different between men and women which in
the eyes of many men and women are perceived as contrary to those required in the higher level
of managers.

Women have different management style which can being benefits to the organization, women
are more inclined to take a fresh perspective, identifies, what is not working and develop new
solution compare with their male peers, women leaders are more willing to share power, make
decision and solve problems based on shared ideas and information and encourage participation
and expression. Women prefer organizational structures that enable consensual working rather
than the traditional hierarchical structure favored by men (Birikti, 2013 and Singh, 2006).

Gender stereotyping also explains why women and men are over-represented in particular types
of jobs. Women dominate in care‖ occupations such as nursing, teaching, social care and
especially child-care. Men tend to be concentrated in construction and management areas
associated with physical strength, risk-taking or decision-making. Such gender biases are also
reflected in organizational practices. Male-dominated sectors tend to be more unionized, and

19
men are more frequently selected for managerial positions because, some argue, they are
perceived to be more willing to work longer hours and supervise others. Occupational, sectorial
or time-related segregation can also be explained by women‗s preferences for job security or the
manner in which societies force them to balance work and family responsibilities.

As Hoobler (2011) states the glass ceiling ‗‗explanations focus on discrimination due to many,
varied causes, such as sex role stereotyping (where individuals tend to associate male
characteristics and consequently men with leadership positions also called the think leader, think
male phenomenon). Scholars have collected substantial empirical evidence that illustrate that we
associate successful leaders with stereotypically male attributes such as independence,
assertiveness and decisiveness. So, because stereotypes of what women are like ‗‗in the
workplace do not match with the male leadership archetype, women are not considered for or are
judged to be ill suited for the top jobs.

Thus as Cornelius (cited in Mbugua, 2007) asserts that stereotyping can have an influence on the
way in which men and women are perceived in the workplace. The use of stereotypes as the
basis for assessment of individuals can result in advantage or disadvantage, not because of
individual ability or lack of it but because of group membership. Gender stereotypes are still
pervasive and widely shared, according to this author.

2.9.4 Work Place Policies

Women are not the same as men; they have particular biological functions that make them
different, which in turn make their work experiences different. To this end, treating men and
women the same has effectively created a systemic form of indirect discrimination for women.
Mbugua (2007) asserts that pregnancy is a workplace issue that starts well before conception and
ends long after birth. It is impossible to separate pregnancy and family responsibilities.

Anecdotal evidence suggests assumptions that women will resign when they have children are
still widespread and continue to form the basis for not hiring women among some employers.
Large number of women report significant difficulties when they return to work due to the lack
of supportive policies and practices in workplace. Issues like childcare, breastfeeding, flexible
working hours and part-time work are still very current issues for most working women.

20
Despite anti-discrimination legislation, a negative link continues to be made, by employers,
between a woman‗s reproductive status and her employment orientation (Gatrell, 2006). The
Equal Opportunity Commission (EOC) has stated that this is partly because employers fear that
expense and inconvenience may be involved in managing both maternity leave and mothers
‗subsequent return to work, when women might request flexibility due to their maternal
responsibilities.

The EOC also argue, however, that such discrimination occurs due to a belief on the part of
organizations that mothers likely to lose their career focus from the moment they become
pregnant. It has been suggested that discrimination in relation to women‗s maternity occurs
because the normative ‗image of womanhood is gendered. While men are seen as employment-
oriented economic providers and bread makers, it is assumed that mothers ‗chief responsibility
and interest is (or ought to be!) embedded within the home. Mothers are therefore constructed as
having a lower employment-orientation (and a higher home-orientation) than fathers (Gatrell,
2006).

2.9.5 Discrimination in Appointments

Discrimination occur when an employee suffers unfavorable or unfair treatment due to their sex,
race, religion, national origin, disabled or veteran status, or other legally protected
characteristics. Federal law prohibits discrimination in a number of work-related areas, including
recruiting, hiring, job evaluations, promotion policies, training, compensation and disciplinary
action. Discrimination can be portrayed in different ways.

According to UNDP report of 1999, despite the fact that many governments have adopted and
adapted affirmative action measures and the rhetoric of gender balance, the figures still indicate
that globally, despite the fact that women are half of the population, they are nowhere near half
of the decision-making structures.

The threshold of 30% advocated by the UNDP report, as a prelude to the 50% is still a dream for
most women. As a matter of fact, intelligence, ability and motivation are the attributes of a good
leader. These attributes are inherent in both men and women, and gender has no role to play in
determining these attributes. However, in pursuit to investigating the factors influencing women

21
progression to leadership, social/cultural factors, organization culture, workplace policies and
discrimination of women in appointments have come out clearly as the factors inhibiting women
from moving up the ladder of upper managerial positions.

2.10 Empirical literature

2.10.1 Women in leadership and decision making in Ethiopia

Due to the various obstacles that women have such as violence against women, lack of education
etc., their representation and participation in leadership and decision making position has also
been limited. Despite the Government policy of equal opportunity for both men and women to
participate in the democratization of the country; women have not been adequately represented at
all levels of decision-making positions.

Out of 547 seats reserved for parliamentarians in 1995, it was only 15(2.74%) that was occupied
by women. However, by the next round election, an increasing trend of women's participation
has been observed. During the 2000 House of People's Representative elections, about 42 (7.7%)
of the candidates for parliamentary seats were women compared to 2.7% in 1995 (Office of
Council of Ministers, 2004)

Although not satisfactory, women participation in local authorities has further been improved.
With the introduction of a Federal System of Government, in 1991, by devolution of decision
making power and responsibilities to regional states, an increasing trend of women participation
in local authorities have also been observed.

During the 1995 general elections for regional councils, out of 1355 members 77 (5.0%) were
women. This number increased both in terms of membership and number of women in 2000
elections. Thus, in the election held in 2000 for regional councils, while the number of members
increased to 1647, there were 244 (12.9%) women, which has shown an increase by 10%. At the
lowest level of Woreda Council, only 6.6% are women out of the 70,430 council members. At
the lowest administrative unit, the Kebele, women constitute only 13.9% of the 928,288 elected
officials. Further, at the level of international representation, among the 28 ambassadors that
Ethiopia appointed at different mission abroad, only 4 (14.3) are women. (Office of Council of
Ministers, 2004).

22
In the area of employment, while the number of women in the Ethiopian civil service has been
relatively small, the senior positions are overwhelmingly held by men. According the Federal
Civil Service Commission recent statistics revealed the fact that the overwhelming majority of
women civil servants are concentrated in positions such as secretaries, cleaners, and other. (A
national report on progress made in the implementation of the Beijing Platform for Action
(Beijing +10) Ethiopia, Prime Minister Office/ Women Affairs Sectors, 2004).

23
 CHAPTER THREE

3. Research Methodology
3.1. Introductions

Researcher was treated with research design, approach, target populations, sampling, data
instrument, analysis and treatment including limitations.

3.2.Research Design

A research design is ―a plan or blueprint of how you intend to undertake the research‖ (Mouton,
1996:165). Descriptive research design was adopted by this research. The descriptive research,
aims to present a complete description of a subject within its context. Descriptive researches are
often used when an amount of knowledge about the subject already exists, this knowledge can
then be used to categorize into models and frameworks.

Consequently, the approach with in-depth interviews, document review and the use of
questionnaire as data collection techniques was very useful in the study of the major constructs.
To accomplish the objectives of this study, a mixed method research design merging both
qualitative and quantitative research methods was applied. As Creswell (2005) has recently
illustrated, mixed method approaches now provide rationale ahead of triangulation.

3.3.Target populations Sampling and Sampling Techniques

3.3.1 Target Population

According to Hair et at (2011), target population is said to be a specified group of people or

object for which questions can be asked or observed made to develop required data structures
and information.

Therefore, for this study, the target populations are 371 total women employees who are
currently working in Addis Ababa Ethio- telecom main Office which is included. Because, the
eligible target populations were added only they are women employee who are currently working

24
on operational process of positional related to have known how detail towards Practices and
Challenges of Women in Leadership in Ethio Telecom in Addis Abeba (Head Quarter).

3.3.2 Sampling techniques

Convenient sampling was employed for this study. The reason for using Convenient sampling
is that first, save time and placing the population believed to be eligible about the variables we
are studying.

And second, we can raise precision of the estimate of the variables of the convenes population.
This study considers permanent employees of Ethio Telecom in Addis Abeba (Head Quarter)
Office.In order to capture the basic concepts of the study the researcher use standard
questionnaire used by (ILO,2005)

3.3.3 Sampling size

Out of the total 371availablewomen employees are identified eligibly in Ethio Telecom in Addis
Abeba (Head Quarter). The sample size was determined by applying the formula adopted from
krejcie and Morgan‘s (1970), due to largeness of the target populations to select conveniently
after below sample is transcribed:

n= N/1+N (e) 2

n = N/1+N (0.05) 2

Found that the population is as representative sample size below:

n=sample size

N=target populations

(e) = estimated error 5%

25
To counter check the accuracy of the sample size number is 192. The required sample size
determined at 95% confidence level and with 5% margin of error. By comparing the two results,
the researcher chooses to use the sample size generated by Krejcie and Morgan formula i.e.

3.4. Data type and methods of collection

In an attempt to identify Practices and Challenges of Women in Leadership in Ethio Telecom in

Addis Abeba (Head Quarter).and to provide possible recommendations, the researcher used both
primary and secondary data sources.

Primary data was collected through direct observation, structured and semi-structured
questionnaires and interviews. The semi-structured and structured questionnaires were filled by
women employee in Ethio Telecom in Addis Abeba (Head Quarter). and the semi-structured and
structured in-depth interview will be conducted with headquarters Ethio-telecom officials. In
addition, personal discussion, and interview was made with these people in order to be
acquainted with over all environment of the organization and efforts made to empowering
women in leadership.

According to Biggam (2008), primary source of data is the information that the researcher finds
out by himself regarding a specific topic using questionnaires. Secondary source was gathered
from manual and documents. The main advantage with this type of data is that is collected by the
research‘s purpose in mind. It implies that the information resulting from it is more consistent
with the research questions and objectives. The primary data was gathered particularly by using
likert scaled standard questionnaires.

The Likert-type scale method uses a range of responses: ‗strongly disagree‘, ‗disagree‘,
‗Neutral‘, ‗Agree‘, and ‗Strongly Agree‘, with a numeric value of 1-5, respectively. The usage of
this particular scaling method ensured that the research study illustrate the ability to assess the
responses and measure the responses quantifiably. So that, a pattern or trend may be produced in
order to assess research problem of statement. it is a process of asking many people the same
questions and examining their answers.

26
3.5. Validity and Reliability

According to Bryman and Bell (2007), reliability analysis is concerned with the internal
consistency of the research instrument. Malhotra (2010) mentioned about three types of validity
in his study: content validity, predictive validity, and construct validity. This study was
discoursed content validity through the review of literature and adapting instruments which was
used from previous research.

As multiple items in all constructs was used, the internal consistency/reliabilities conduct with
Cornbrash‘s reliability analyses were conducted each variable of the instrument. The reliability
of the measures was examined through the calculation of Cronbach‘s alpha coefficients. For
scale acceptability, Hair et al. (1998) suggested that Cronbach‘s alpha coefficient of construct is
0.6. If each domain obtains the value 0.6, it means that, the items in each domain are understood
by most of the respondents. On the other hand, if the findings are far from the expected value of
0.6, this might be caused by respondents‘ different perception toward each item of the domain.

3.6. Analysis and treatment of data

Both qualitative and quantitative data collected was organized, classified, analyzed and
interpreted in the chapter four of this paper to arrive at conclusions. Each question in the
questionnaires was categorized based on the study‘s research objectives and finally grouped on
the basis of common characteristic. The data was also analyzed in the descriptive statistics using
Statistical Packages for Social Studies (SPSS v20.0).

Then data also was organized and presented using different tools such as mean, standard
deviations, and cross tabulations figures in an easily understandable way. As result interpretation
was made using percentage of respondents‘ frequencies.

27
 CHAPTER FOUR

4. Data Presentation, Analysis and Interpretation

4.1. Introduction

This chapter deals with the analysis and presentation of the quantitative data
collected through questionnaire. The questionnaires composed open and close-ended
questions, which are summarized and presented quantitatively in tables using SPSS 20 software.

The researcher used some secondary data from published and unpublished documents of the case
organization.

Out of 192 questionnaires distributed, 189 were collected which makes the response rate is
97.4% of the questionnaires the returned questionnaires were usable because they were filled
properly. The researcher, as much as possible, made the questionnaire easy to read and answer
without difficulties.

4.2. Socio-Demographic Characteristics of Respondents

The study analysed the demographic characteristics of respondents involved in the study. In this
section the respondents profile is presented. It includes gender, age, marital status, level of
educational, length of service; training received, obtains another post, and outcome to perform in
the current leadership position. Analysing these variables was meant to provide any evidence of
association between these variables and the various responses.

28
Table 1: Profile of Respondents
S.N Variables Type Frequency % Cumulative %
1 Age 21-25 Years 4 2.6 2.6
26-30 Years 79 52 48
31-35 Years 25 16.4 79.6
36-40 Years 31 20.4 100
40 ≤ Years 13 8.5 100
Total 189 100
2 Marital Single 83 54.6 54.6
Status Married 37 24.3 45.4
Divorced 32 21.1 100
Total 152 100
3 Level of Diploma 47 30.9 30.9
Education Degree 78 51.3 48.7
Masters 27 17.7 100
Others 0 0 100
Total 189 100
Source: Own Survey, 2020
The above Table 1, shows that, from a total of 189 women participant, 79 respondents (52%)
were within the age group of 26-30 years. 31 (20.4%) of the respondents were between the age
group of 36-40 years and 25 (16.4%) of the respondents were between the age group of 31-35
years. The rest 4 (2.6%) and 13 (8.5%) were between the age of 21-25 years and more than the
age of 40 years respectively. Therefore, this implies that more than half of the respondents‘ of
Ethio telecom workers are between the age group of 26-30 years.

Table 1 above marital status indicates that, out of the 189 respondents captured in the research
work, 83 respondents representing 54.6% of the total population were not married in other words
they were single, (37) respondents representing 24.3 % were married, on the other hand indicated
they were married whilst the remaining (32) respondents representing only 21.1% of the total
population were divorced. Therefore, be deduced from the statistics in the table above that most
of the staff at the various sections of the Ethio-telecom employees were not married. With regard
to the level of education, 47 respondents (30.9%) are Diploma holders, 78 respondents (51.3%)
have Bachelor‘s Degree and 27 respondents (17.7%) have Master‘s Degree. This shows that
majority of the respondents are educated to a level of Bachelor‘s Degree or have first degree.

29
Table 2: Profile of Respondents
S.N Variables Type Frequency % Cumulative %
4 Length of < 1 Year 0 0 0
Service 1-5 Years 26 17.11 82.9
6-10 Years 88 33.55 66.45
11-15 Years 29 19.08 80.9
16-20 Years 22 14.47 85.5
Above 20 Years 24 15.79 100
Total 189 100.00
5 Training yes, very much 13 8.6 8.6
Received yes, but only somewhat 21 13.8 86.2
leadership
No, not related 76 50.0 50
No training received 42 27.6 100
Total 189 100.00
6 Obtain another yes, a post within the same 13 8.6 8.6
post office of the Ethio-telecom
yes, a post within the Ethio- 22 14.5 23
telecom
yes, a post outside of the 74 46.1 69.1
Ethiopia
No 43 28.3 97.4
Total 189 100.00
7 Challenges to Lack of coordination 16 10.5 89.5
women Lack of guidance 12 7.9 92.1
leadership
Lack of reliable data 7 4.6 95.4
perform work
effectively & Lack of Knowledge & Skill 4 2.6 97.4
efficiently in leadership
Lack of familiarity of tasks 43 28.3 71.7
Lack of adequate resources 6 3.9 96.1
(computer, paper, etc.)
Lack of support 19 12.5 87.5
Lack of job security 5 3.3 96.7
Lack of time (work overload) 37 24.3 75.7
Others 3 2.0 100
Total 189 100.00

Source: Own Survey, 2020

30
The Following table 2 portrays that the distribution of length of service that respondents have
been working in Ethio-telecom. Out of the total respondents, 88 (33.5%) are between 6-10 years,
29 (19.08%) are between 11-15 years, 26 (17.11%) are between 1-5 years, 24 (15.8%) are
between 16-20 years and finally 22 respondents (14.5%) are above 20 years.

Therefore, majority of the respondents have been working in Ethio-telecom between six to ten
years. On the other hand, a small percent of respondents (14.5%) are above 20 years of work
experiences in Ethio-telecom. While none of the respondents have more than 30 years of
experience with the same organization the study shows that majority of respondents (82.9%) of
the surveyed employees have more than 6 years‘ experience with the same employer.

Table 2 above illustrates that a total of 13 employees representing 8.6% of respondents took
training since they occupied their present position related to the tasks they are expected to
perform. 21 employees consisting 13.8% of respondents took short-term training which is
somewhat related to their job. 76 employees consisting 50% of the surveyed employees received
non-related to their jobs training while 42 employees consisting 27.6% never received leadership
training in their present-positions.

The study showed that employees who received training that is related to the tasks are significant
low while majority of the respondent took training that is not related to their work. Again, a large
number of the respondents were of the view that, the frequency of training received can have an
effect on leadership and individual decisions making in Ethio-telecom.

In this survey, less than half of the respondents indicated that, Training to leaders was addressed
as a key issue in the work conditions of the study. Training can bring tangible benefits to the
Ethio-telecom and the employees. As elaborated by Chatterjee (1995), the major purpose of
training is to establish a sound relationship between the worker and his/her job. It upgrades
skills and prevents outmodedness. To keep pace with changing leadership training and it
develops healthy, constructive attitudes.

Table 2 shows that 13 employees consisting 8.6% seek another position within their offices, 22
employees (14.5%) seek other positions within the same organization but with other offices; 74

31
employees consisting 46.1% seek jobs outside Ethio-telecom while 43 employees consisting of
28.3% would like to remain in their position.

The study showed that, majority of the respondents consisting 46.1% stated that they would like
opportunities outside the Ethio-telecom could showed progressive career growth and mobility in
their respective position. leadership practices such as Decision making in a manner that trains
and builds the capacity of the staff, designing of long term strategic capacity development
programs that allows, prepares and promotes employee readiness to be competitive in their
current and advanced skill set ensures stability within the workforce while ensuring loyalty to the
organizations.

As the study shows most employees have remained on one schedule for years without any
flexibility to their current position duties. This aspect of their jobs created the sense of stagnation
with no possibility for mobility, which in return prompted them to seek other jobs outside Ethio-
telecom in order to garner better development opportunities. Considering the working nature of
the Ethio-telecom, there is a significant need for effective designing; planning and
implementation of proactive training women leaders that provide better performance minimize
the possibility of losing a sustainable work force.

Table 2: above illustrates that a total of 43 (28.3%) and 37 (24.3%) of respondents were meet
challenges to perform work effectively and efficiently on lack of familiarity of task and lack of
time (work overload) respectively. On the hand 4 (2.6%) respondents were said lack of
knowledge and skills in leadership in the Ethio-telecom.

4.3. The practice of Women in leadership in Ethio-telecom

The practice of women leadership in regarding of mentorship program, policy or strategy that
has been formulated to support women leadership is described below by using percentage
analysis. The details of the analysis are given in the following sub heads.

32
From above chart 1, shows that 44% of leadership in the Ethio-telecom shows male dominated
leadership in the Ethio-telecom had/have mentors at their current managerial position while 54%
and leadership in the Ethio-telecom didn‘t have mentor and 2% of the respondents said that they
don‘t know. On the other hand, 37% of managers in female dominated leadership in the Ethio-
telecom said that they have/had mentor in their current leadership in the Ethio-telecom position
whereas 58% of managers said that they didn‘t have mentor and 4% of the respondents said that
they don‘t know about it. Hence the chart shows that in both leaderships in the Ethio-telecom
don‘t have mentor at their current leadership in the Ethio-telecom position.

The General Managers of Ethio-telecom stated during interview indicated that they used to use
on job training that could help women managers as mentor than assigning mentor as a program.
On the other hand, five heads from private, female dominated organization were interviewed
with other Ethio-telecom women manager; they were almost new for having mentor at the work
place. They manifested that most of women managers joined the Ethio-telecom after having a
wide range of work experience. Due to this they didn‘t give much attention to assign mentors for
women managers at their work place.

As interview conducted with Ethio-telecom, a Hiring and Staffing women DB Manager, clearly
put it, there is human resource promotion procedure manual at Ethio-telecom and it concerns the
issues of all employees in general and it does not have any special provisions that preferentially
treat women leaders. Thus, unless women decision makers in the company strive by their own,
there is no support system being operational under the human resource department. Thus, there is

33
no such preventive mechanism put in place to prevent barriers shouldered by women leader‘s/
decision makers but rather the department responds to it upon receiving of such claims.

Ethio-telecom, a Hiring and Staffing women in ET further raised the lack of

vehicle/transportation facility for middle level managers when they have to work extra time, on
weekends and holidays as a big gap that is discouraging middle level women managers to work
hard. Women and men candidate equally compete in recruitment, promotion and transfer, only
recently there has been some moves made through the initiation of Women and Children Affairs
Office and to realize affirmative action when both women and men score equal grades. In this
aspect it is planned to consider 3% marks for women candidates.

With the aim of protecting the rights of employees as a whole, Ethio-telecom developed Labor
Union Agreement Document in January, 2009 EC, and with the goal of protecting the rights of
managers, it has developed Management Directive. According to Ethio-telecom, a Hiring and
Staffing women in ET none of them stipulate special provisions that mitigate challenges
encountered by top and middle level women managers.

The only exception identified is the issue of maternity leave and this concerns all women
employees and not specifically designed for women decision makers in the company. With the
same goal of assisting lactating women in the company, Women and Children Affairs Office has
recently adapted a directive that allows lactating women a 2 hours‘ breast feeding every day for
six months. This has not been implemented yet but only there exists some effort to promote it
within the company through circular.

34
 Chart2: Organzational Policy and Stratagy Help
Women in Leadership
70
60 54.17
50
40
29.17
30 65.85
16.67
20
10 21.95
12.2
0
sufficently
Source: Own Survey, 2020 insafficently not well known

From above chart 2 Result shows that 22%Male Dominated

of that Female Dominated
respondent confirmed that their organization
has policy and strategy that could help women leader in the Ethio-telecom, however 66% of
participant confirmed that their organization has no policy and strategy, 12% of them didn‘t
know about the policy and strategy. 17% of participant in female dominated in the Ethio-telecom
said that their organization has policy and strategy for women leader in the Ethio-telecom while
54% of them said that their organization doesn‘t have any policy or strategy that could help
women managers and 29% of the respondents didn‘t know about whether there is a policy or
strategy in their organization or not.

Therefore, the table shows in both organizations there is no policy or strategy that could help
women managers but still the policy and strategy about women leader in the Ethio-telecom by
male dominated organization is more oblivious in compared to women dominated organizations.

Women respondent in the Ethio-telecom were interviewed about the policies and strategies of
their organizations that specifically formulated for women managers. Other manager from Ethio-
telecom, interviewee confirmed that though the initiative was not taken by their organization but
due to the national policy on developing women in general they launched secretariat of gender
related issues, however this specific office usually works in conflict resolution activities rather
than women development. Even in some female dominated organizations they already started the
initiative for succession plan but still they don‘t have it in policy and strategy level.

35
4.4. Challenges of Women in leadership
Table 3: descriptive statistics on organizational factors Mean Std. N
Deviation
There is unfair recruitment practices or gender in balance 4.1188 1.54247 189
practices
There is lack of necessarily Promotional practices 3.2426 .96998 189
There is lack of necessarily organized training/professional 3.5495 1.18449 189
development opportunities
There is insufficient leadership capacity building 3.4653 1.15094 189

There is absence of formal mentoring programs and lack of 3.7970 .98919 189
supports
Weighted mean 3.7347 189
1.00-2.50 = Low
2.51-3.50 = Medium
3.51-5.00= Higher

Source: From researcher Ethio-telecom survey data, 2020

From above table 3, Descriptive Statistics result examine challenges of women leadership in
Ethio- telecom industries of Addis Ababa regarding to organizational factor if their available; it
was looking in to There is unfair recruitment practices or gender in balanced practices which is
participant response rated in mean difference of 4.1188depicted in St Deviation of 1.54247,
There is lack of necessarily Promotional practices which is participant response rated in mean
difference of 3.2426depicted in St Deviation of .96998 which is there is lack of necessarily
organized training/professional development opportunities which is participant response rated in
mean difference of 3.5495depicted in St Deviation of 1.18449 which is very higher challenge in
process resulted in women to have more participative leadership rather than controlling and
aggressive leadership styles.

There is insufficient leadership capacity building which is participant response rated in mean
difference of 3.4653depicted in St Deviation of 1.15094 and There is absence of formal
mentoring programs and lack of supports which is participant response rated in mean difference
of 3.7970 depicted in St Deviation of.98919 which is indicated that it could be concluded that,
women in senior positions of female subjugated administrations practiced more or less the same
type of leadership style, the employee oriented as they are a team player and easily cooperate
with the team.

36
Descriptive Statistics result examine challenges of women leadership in Ethio- telecom
industries of Addis Ababa regarding to organizational factor if their available; it was looking in
to There is unfair recruitment practices or gender in balanced practices, lack of necessarily
organized training/ professional development opportunities, there is insufficient leadership
capacity building and absence of formal mentoring programs and lack of supports was
Weighted in mean of 3.7347 which is organizations factor is an issue to be comprehensible as
issue in Ethio- telecom industries to be able to women better in leadership.

Interview was conducted with women manger in the challenges of women practice in leadership
in Ethio- telecom industries; they face almost the same problems. Women manager‘s
respondents said that as the culture is male oriented, the perception of the male manager and
their upper class coworkers is still unchanged and they do not believe in women ability at the
managerial level. Some women managers have unsupportive significant other and the whole
paternal responsibilities are laid on them. If these challenges not resisted, women will not be able
to exercise their authority at the work place. Organizations tend to assign men in challenging
tasks rather than women. In addition, in both organizations, women managers are known for
giving incentives to their workers under them to work hard. They are very careful in securing
their employees financial needs. They said that every work after the working hours should be
paid and this helps the employees to be motivated to work. They said that they have regular
meetings and briefings with their subordinates.

Table 4: descriptive statistics on gender stereotypes Mean Std. Deviation N

Women leaders are less aggressive enough than men 4.0347 1.02596 189
Women leaders are low decision makers and risk takers 3.5149 1.01086 189
Women leaders are more kind enough than men 3.7723 1.04488 189
Women leaders are more relational enough than men 3.1139 1.07985 189
Women leaders are unable to coordinate organizational 4.9109 1.09362 189
activities
Women leaders are not competitive enough to be 3.0941 1.06788 189
successful in the public sectors
Weighted mean 3.7693 - 189
1.00-2.50 = Low 2.51-3.50 = Medium
3.51-5.00= Higher
Source: From researcher Ethio-telecom survey data, 2020

37
From above table 4 in Descriptive Statistics result examine challenges of women leadership in
Ethio- telecom industries of Addis Ababa regarding to gender stereotypes if their available;; it
was looking in to Women leaders are less aggressive enough than men which is participant
response rated in mean difference of 4.0347depicted in St Deviation of 1.02596, Women leaders
are low decision makers and risk takers which is participant response rated in mean difference of
3.5149depicted in St Deviation of 1.01086 and Women leaders are more kind enough than men
which is participant response rated in mean difference of3.7723depicted in St Deviation of
1.04488 which is from support against the challenges that stem from being a women or holding
varying identities when pursuing leadership.

Same sex Role Models act as examples, which have encountered and addressed work policy
challenge in action that impact workplace conditions. In other hand, women leaders are more
relational enough than men which is participant response rated in mean difference of 3.1139
depicted in St Deviation of 1.07985, Women leaders are unable to coordinate organizational
activities which is participant response rated in mean difference of 4.9109depicted in St
Deviation of 1.09362 and Women leaders are not competitive enough to be successful in the
public sectors which is participant response rated in mean difference of 3.0941depicted in St
Deviation of 1.06788which is the findings suggest that the gender stereotypes to return to work
depends on women various factors such as support from particular worked and/or unable to
coordinate organizational activities.

The study generally indicated that women leader in the Ethio-telecom tend to be more unionized,
and men are more frequently selected for managerial positions because, some argue, they are
perceived to be more willing to work longer hours and supervise others. Occupational, sectorial
or time-related segregation can also be explained by women‗s preferences for job security or the
manner in which societies force them to balance work and family responsibilities in weighted
mean of 3.7693as the basis for assessment of individuals can result in advantage or disadvantage,
not because of individual ability or lack of it but because of group membership.

Surprisingly, although some participants saw this aspect as an obstacle, the majority did not
mention it. This might be explained by the possibility of returning to work, which many
participants mentioned. Our findings suggest that the possibility to return to work depends on

38
various factors such as support from particular firms and/or the spouse. By contrast, the
possibility to return to work is unlikely to be traced back to the women leader in the Ethio-
telecom situation. These attitudes include that large parts of the Ethio-telecom manager expect
women and not men to take primary responsibility for raising children.

A further explanation why most of our interviewees did not mention motherhood as an obstacle
could be that five out of seven respondents had a spouse or a partner. It seems possible that they
could share the responsibilities in bringing up children and running the household with their
partners. Another possible explanation for not mentioning motherhood as a career obstacle could
be that women want to first establish themselves in their jobs and have children later (Rowe and
Crafford, 2003).

In multiple interviews with women officer in the Ethio-telecom, it became clear that the
respondents linked motherhood and family strongly with working-time arrangements; it seems
that it was impossible to discuss these points separately. Hence, in this context, strongly
opposing views coincidentally became apparent in connection with working-time arrangements.
Three women pointedly expressed their opinion that working part-time as an executive was
impossible, while three other women asserted just the opposite.

As regards to decision making, women in the Ethio-telecom have almost the same capabilities.
Sound decisions making needs core values like fairness, responsibility and trustworthiness,
women in both the Ethio-telecom were recognized in this attributes. These capabilities also can
be related to their leadership style. However, as decision making depends on individual
personality, some women are exposed to be volatile and inconsistent in make a sound decision.
The results of our interviews also showed that mentoring is an enabling factor.

Several studies have arrived at the conclusion that mentoring has a positive effect on women‘s
advancement and can provide a way to break through the glass ceiling (e.g., Noe, 1988;
Simonetti etal., 1999; Blake-Beard, 2001; Roemer, 2002; Eddleston et al., 2004; Gallhofer et al.,
2011). Mentoring can also be linked to the positive influence of a superior, if they also act as a
mentor, but respondents also described other forms of mentoring. For example, some

39
respondents mentioned formal, external mentoring programs and others described in-house
mentoring programs.

Researcher assumes that these different kinds of mentoring have different outcomes with various
advantages and disadvantages. Bauer (1999) came to a similar conclusion. In line with this
notion, our respondents discussed the impact of different mentoring types in terms of social
support. A respondent who had participated in an external mentoring program described the
confidentiality between mentor and mentee and the possibility for her to speak freely as
extremely helpful. By contrast, another respondent, who had participated in an in-house
mentoring program, stressed that she felt advice customized to her situation, her firm, her
colleagues, and her superiors was very supportive.

This finding reinforces the notion that different kinds of mentoring have different impacts.
Another form of mentoring described in our study was a sort of internal network with which the
respondents could consult. In contrast to the study by Rowe and Crafford (2003), where women
missed relationships with people who were able to support their career advancement, most
women in our study stated having such relationships. The challenge of mentoring might therefore
signify a huge difference between those women who succeed in their leadership advancement
and those who do not.

Table 5: descriptive statistics on Work place policies and tragic Mean Std. N
problem Deviation
Women employees have not flexible working hour in the work place 3.0941 1.06788 189
Women employees have not part time work in the work place 3.1386 1.08843 189
Women leaders have less childcare and breast feeding time due to 4.9455 1.04715 189
maternal responsibility
There is lack of supportive policies and practices for women 4.8861 .74105 189
employees in the workplace
Weighted mean 3.8950 189
1.00-2.50 = Low
2.51-3.50 = Medium
3.51-5.00= Higher

Source: From researcher Ethio-telecom survey data, 2020

40
From above table 5 in Descriptive Statistics result examine challenges of women leadership in
Ethio- telecom industries of Addis Ababa regarding to Work place policies if their available; it
was looking in to Women employees have not flexible working hour in the work place which is
participant response rated in mean difference of 3.0941depicted in St Deviation of 1.06788which
is the relationships many women have with their mentors, bosses, and female co-workers. Most
employees tend to bond through similar interests. Since there tend to be few executive women;
many women are unable to find a female mentor.

Laff (2006) finds that women are inhibited in the workplace because of their limited access to
capable mentors. Most of respondent during interview prefer to have mentors of the same gender
because they tend to understand the challenges most commonly faced. Men do not face the same
barriers, have the same family issues, and many times simply do not want to mentor a woman.
The needs of women from their mentors also tend to differ from the needs of men. Many women
claim to need more encouragement, an example to follow, and simply more tasks to complete.
Male mentors tend to be resistant to mentor a woman because they perceive women as more
emotional, not as skilled at problem-solving, and because of the risk of workplace sexual
harassment issues (Hanson, 2008)

In other hand, women employees have not part time work in the work place which is participant
response rated in mean difference of 3.1386 1.08843, Women leaders have less childcare and
breast feeding time due to maternal responsibility which is participant response rated in mean
difference of 4.9455depicted in St Deviation of 1.04715 and There is lack of supportive policies
and practices for women employees in the workplace which is participant response rated in mean
difference of 4.8861depicted in St Deviation of 0.74105which is claim that women simply do not
have a desire to excel in their current job positions. However, a recent study indicated that
average weighted mean 3.8950 of women not in management positions desire to be in the top
most levels of their organizations.

It reveals that challenges on women managers in male dominated organizations were having a
higher percent on challenges while in comparison of male counterparts in female dominated
workplace are relatively having a lesser percent. As research shows women do not support each

41
other as they reach the higher hierarchies of management. The stereotypical perception is that
women at the top are determined not to see other women advancing (Wrigley, 2002: p44).

Interview was also conducted for both male and female dominated organizations. The women
managers of interview with officer expressed that the perception of the community and even
their employees is still uncertain about their capability though they are working in female
dominated organizations.

Women managers in male dominated organizations have also been interviewed. They expressed
that in addition to the community and their subordinates even their men colleagues at the work
place in the same position; think that they lack self-confidence and have a tendency not to accept
their ideas and suggestions. The other challenge that women managers, especially in public male
dominated organizations, is the question of freedom of being equally competing and on assigning
in very challenging and knowledge based tasks with those who are affiliated with politics.
Regardless of their knowledge and experience there is a tendency to assign inappropriate person
on some specific tasks and managerial positions.

Based on the interview with women managers in public men or female dominated organization,
the organizations that they are working on have got different trainings called women
empowerment. However, these meetings had no relation with the intended agenda rather than
pure politics. In general, in both organizations women managers face more or less have the same
challenges from their coworkers, community and even family members.

42
 CHAPTER FIVE

5. Summary, Conclusions and Recommendations

The purpose of this study was to investigate woman challenges and practices to this thesis end,
Descriptive design was used .primary source of data were woman working in ethio-telcom main
branch in Addis Ababa head quarter. Secondary source where policy and documents and ethio-
telecom reports a total of 189 respondent were included in this study by using simple random
sampling technique, February,2020 collected by using questioner ,interview and document
review .

The following major findings:

1) The study revealed that woman‘s in leadership position examine challenges and practice
of women leadership
2) It was found out that there is no policy or strategy that could help women managers.
3) The study disclosed that lack of necessarily organized training and development
opportunities.

5.1. Conclusions

The overall objective of the study is to examine challenges and practice of women leadership in
Ethio- telecom industries of Addis Ababa. The demographics result showed that employees who
received training that is related to the tasks are significantly low while majority of the
respondents took training that is not related to their work. Again, a large number of the
respondents were of the view that, the frequency of training received can have an effect their
current on leadership and individual decisions making in Ethio-telecom. Study was found
women in the Ethio-telecom don‘t have mentor at leadership in the Ethio-telecom position.

In other hand result shows women in the Ethio-telecom found that their is no policy or strategy
that could help women managers but still the policy and strategy about women leader in the
Ethio-telecom by male dominated organization is more oblivious in compared to women
dominated organizations. Descriptive Statistics result examine challenges of women leadership

43
in Ethio- telecom industries of Addis Ababa regarding to organizational factor if their available;
it was looking in to There is unfair recruitment practices or gender in balanced practices, lack of
necessarily organized training/professional development opportunities , there is insufficient
leadership capacity building and absence of formal mentoring programs and lack of supports was
Weighted in mean of 3.7347 which is organizations factor is an issue to be comprehensible as
issue un Ethio- telecom industries to be able to women better in leadership.

Descriptive Statistics result challenges of women leadership in Ethio- telecom industries of

Addis Ababa regarding to gender stereotypes generally indicated that Male-dominated sectors
tend to be more unionized, and men are more frequently selected for managerial positions
because, some argue, they are perceived to be more willing to work longer hours and supervise
others. Occupational, sectorial or time-related segregation can also be explained by women‗s
preferences for job security or the manner in which societies force them to balance work and
family responsibilities in weighted mean of 3.7693as the basis for assessment of individuals can
result in advantage or disadvantage, not because of individual ability or lack of it but because of
group membership.

However, a recent study indicated that average weighted mean 3.8950 of women not in
management positions desire to be in the top most levels of their organizations. The findings
show that many women lose their drive to excel due to many obstacles met along the path of
becoming a manager. These obstacles include discrimination, stereotyping, prejudice, family
demands, and lack of opportunities.

Moreover, it is important to note that in our study, no comparisons with male management
accountants were made; thus, we cannot rule out the possibility that male executives in
management accounting experience similar enabling factors, obstacles, difficulties, and
supporting factors as female executives. While some of the factors discussed in this study (such
as motherhood) are specific to women, others (such as mentoring and the role of superiors) may
not be exclusive to female management accountants.

If a comparative study between men and women were undertaken, we recommend that these
aspects be taken into special consideration. Ultimately, our study is only based on the subjective

44
views of women who have reached leadership positions in management accounting. In order to
obtain a more holistic view on factors that enable women to reach such positions, it might also be
rewarding to conduct 360-degree studies that would not only include the views of female
executives, but also the views of female executives‘ superiors, their colleagues, and their
subordinates.

5.2. Recommendations

Based on the major findings and conclusion drawn, the following recommendations were
forwarded to improve the practice and to alleviate the challenges faced to in ethiotelcom with
regard to women in leadership

 One of the factors that prevent women participation in leadership position is gender
stereotypes, organizational factor and working policy challenge. We can clearly
understand that these challenges of women that in turn affect their participation in
leadership.
 Therefore, men should develop positive attitude and think that women have equal ability
with them and men employee also should trust women ability to lead through awareness
rising by Ethio- telecom should develop work shop on them.
 so that to create positive attitude and to change employee Ethio- telecom should develop
and design awareness creation training and workshop to men employee, civil society,
religious organization leaders, public sector leaders and employees.
 The organizations should provide their female employees equal opportunity to develop
their decision making and leadership capabilities and must train males to respect their
sisters as equals.
 Women have double responsibility in their home and at their office as employees their
institutions should be supportive enough so to make successful.
 Ethio- telecom should be approved and implement flexible working hours and additional
leadership consideration time to support women employees coming to a leadership
position.
 Women should empower themselves through Knowledge, skill and attitude in order to be
successful in their assigned position and they have to show their real abilities.

45
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 APPENDICES

Part One: Demographics of respondents

1. Department ___________________________
2. Position____________________________
Please circle or underline for the below questionaries‘

1. Age
a) Age: 21 – 25 years
b) 26 – 30 years
c) 31 – 35 years
d) 36 – 40 years
e) 41 – above years
2. Marital Status
a) Single
b) Married
c) Divorced
3. Level of Education:
a) Diploma
b) Bachelor degree
c) Master degree
d) Others, please specify ____________

4. How many years have you spent in Ethiopia telecom?

Service in years
a) 1 – 5 years
b) 6 – 10 years
c) 11 – 15 years
d) 16 – 20
e) Above 20 years

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6. Have you received the training from leaders since you occupied your present post related to
the tasks you are expected to perform?

a. Yes, very much

b. Yes, but only somewhat

c. No, not related

d. No training received

7. Since you have occupied your present post, have you tried to obtain another post?

a. Yes, a post within the same office of Ethio-telecom

b. Yes, a post within Ethio-telecom

c. Yes, a post outside of Ethio-telecom

d. No

8. Please indicate the most difficult challenges you face to perform leadership effectively and
efficiently (more than one answer is possible):

a. Lack of coordination

b. Lack of guidelines

c. Lack of reliable data

d. Lack of knowledge and skills in leadership

e. Lack of familiarity of tasks

f. Lack of adequate resources (computers, paper, etc.)

g. Lack of support

h. Lack of job security

i. Lack of time (work overload)

j. Others: ___________________________

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Part two: women Leadership challenge Questionnaire by Yukl, (1994; Kotler and skineer, 2014)

For the following Likert scale questions: -

 Please attempt all the questions to complete the questionnaire.

 Try to answer the questions based on your current knowledge and/or experience.
 To answer a question put a single check mark () in the box provided.
(1) Strongly dis agree (2) dis agree (3) not well known (4) agree (5) strongly Agree

1 Organizational factors 1 2 3 4 5

There is unfair recruitment practices or gender in balanced practices

There is lack of necessarily Promotional practices
There is lack of necessarily organized training/professional development
opportunities
There is insufficient leadership capacity building

There is absence of formal mentoring programs and lack of supports

There is discriminatory practice in hiring and appointment

2 Gender stereotypes
Women leaders are less aggressive enough than men

Women leaders are low decision makers and risk takers

Women leaders are more kind enough than men

Women leaders are more relational enough than men

Women leaders are unable to coordinate organizational activities

Women leaders are not competitive enough to be successful in the public
sectors
Work place policies

Women employees have not flexible working hour in the work place
Women employees have not part time work in the work place

Women leaders have less childcare and breast feeding time due to
maternal responsibility
There is lack of supportive policies and practices for women employees
in the workplace

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Part IV: Interview to women in Ethio-telecom managerial office

1. Do you think that the women are equal in numbers with men in the managerial position?
If not, what is the reason for it?
2. Does the Ethio-telecom have any criteria that used for promotion purpose in the
leadership position?
3. Does the Ethio-telecom maintain any rules or procedure to ensure women‗s participation
in leadership position?
4. What are the major barriers that hinder women from moving up to the decision making
position?
5. What are the most important things or strategy that the company considers for ensuring
women‗s participation in leadership position?
Thank you!!

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