Women Leading Across Borders


Leaders among the business are working across several boundaries as the worlds network is increased in a global village with many cultures. In the business at present, to learn work within culture but not on own is constant in this flat world. Working across the borders will contain so many cultural aspects, in that some of them are clear and some of them are not clear. In the organizational levels, team and also in individuals the significant issues are gender, values, customs and language.

Here the concept of gender is going to survey. The discussion is done on the cultural impact on gender has across the cultures and borders women’s are leading. Across the borders the women leaders’ success who works will be influenced by the gendered identity and culture.

Gender perception differs across both culture and time. Gender is one of the features of the culture. Gender refers to a general meaning that being a man or woman. It is multi-dimensional, institutionalized and multi layered, regarding a choice of expectations, assumptions and obligations. For example in the Sweden there is low difference between the man and the woman and there are few characteristics that man and woman can and  cannot do where as when compared to the society of Japanese there is so much difference between the man and woman. In the work place the role of the gender is not just mirror established social norms but also to support the social practices and structures.  

                 Several types of cultural beliefs, attitudes and cultural environments, gender expectations are significantly forced by it and also much of the relations are administrated and understand that happens among the man and the woman. Finally some of the important effects are “negotiation styles” and “communication” in the business interactions by the gender role. In both the societies like developed and developing, the “gendered glass ceiling” will be appeared to be continued. 

                   Across the globe when working from the different regions there are important gender differences. Mercer Consulting had conducted the survey in 2006 with 100 of MNC’s and around 17000 employees who are presently working internationally had found that woman’s sent to the work for the different areas in the Asian Pacific region are been increased. Woman’s working on the international assignments was increased gradually 16 times greater that found in the survey that conducted in 2001. Consequently we need to put strategies for this growth to support the woman working and leading in internationals.

 One question is raised that is this required to give more important to the woman rather than man. When the work is same and all the procedures which are following are also same and the job as well as the challenges faced are also same? For example working in Australia is same working in India? The immediate answer is it is not. Because many things that we can observe are different when compared to the Australia and India in the same way working in India and Australia is also not same as there are different belief systems, hierarchical structures, communication styles etc will impact directly like just as gender will do. Managing as an American or African female in the Korea or Pakistan will not be same.

The women emigrant leaders possess the characteristics, to make sure success in an expatriate role like cultural sympathy, persuasive motivation as well as flexibility and a willingness to take risks which is demonstrated in a wide research. Compared to past many women are placed on international assignments presently. Women employment is increased due to frequent travelers of business in other countries. Consider an instance where due to raise in female business travelers, all the floors of the hotel are accommodated by them in airline as well as hotel industries.  

        When leading across cultures it is known from some female clients about the gender specific challenges which they face.  At macro level like cultural noms and communication, more concentration is shown regarding the working as well as leading challenges across borders.  When looked into depth, it is noticed that through small amount of research as well as information generated it is evidenced that the gender includes a range of unspoken as well as frequently unrecognized set of issues which are not addressed, although these factors are very significant. 

As the women are an important part of present talent pool, there is necessity for acknowledgement. These days in the present economic climate, in organizational strategies the development of talent as well as arguably retention are at the forefront. An organization does not include the major portion of its present talent pool, when due to cultural assumptions as well as expectations a woman ignores the roles for senior and expatriate.