Challenges and Strategies of Leading Women in Business World


What and where should be the women and how they should perform their roles are assumed and expected by every culture in their gendered roles. In latest years facing these expectations are more in each and every culture, because of few factors such as in the employees strength of the women is high and globalization. In leadership roles and working across cultures there is an increase of women. 

In the recent years following are the couple of stories which have been observed by female clients, women can face various problems when working across different cultures is not a recent occurrence.

In chemical engineering Norhati done PHD and she was a Malaysian woman.  In the area of research Norhati is worked, and it is a large multinational organization. She is very successful in her job role and enormously competent and capable woman. She wears the traditional dress and she is a Muslim woman. When she is working with her American counterparts, she faced so many difficulties and which are observed, mostly in the early days Norhati was trying to establish friendship with them. Norhati was passive and could be easily subjected, and she is a Muslim woman, and she observes some stereotyped attitudes regarding her dress therefore she believe that other employees in the organization are implicit. Norhati capabilities and ideas are ignored in the organizations. Norhati become more honest with her efforts and observations after the executive coaching period. 

                     In the IT industry Tracey is working, and she is regularly travelling to Japan and she is a western woman. At the Karaoke bar over drinks Tracey faced a lot of problems in the evening because businesses are occurred at outside of the office. She felt that and realizes this is not the correct place to work, she didn’t feel comfortable. In the evening activities Tracey’s is not attending for the issues and information discussed so, therefore she can’t build relationship with the co employees in the organization.             

      For explaining the working or leading across cultures, there are two stories for women and also men which differs enormously. Different challenges are faced depending on the places by the Norhati or Tracey, for example if Norhati is a French woman who works in US or Tracey working in Middle East. Neither Norhati nor Tracey has felt as if they are privy to the communication of informal networks and also that their business relationships were affected by it and the capability to develop a satisfactory trust level. 

                     To directly impact the outcomes of their business, these aspects had the potential to do so. For women working with cultures considerably unusual to their own, the differences such as resolving and negotiating can be challenging. Into blips the potentially damaging issues can be prevented by a degree of particular cultural knowledge. All the difference can be made through the awareness of skillfulness, mindfulness and cultural differences. For example: A female client working in Brazil was experiencing a good knowledge regarding elimination from their team. The team totally consists of men, who were mostly seeking directions and advice from the male examiners. Later some time, it has been decided that the female client being an extremely relationship based culture would demonstrate more interest in their personal families and lives and dynamically build a relationship with these men. 

                Form the view point of the female client approach it was also mindful in consideration of her male subordinates, in specific situations they might also be experiencing the gender difficulties that are reflecting on them. Since with the team her relationship is improved, she felt as if there was better acceptance, respect and also the greater performance from the team. Whereas the female expatriates in comparison to the male counterparts were low, and progressively the female expatriates are increasing. In career development the foreign assignments for the senior leaders were considered to be a significant period. More female expatriates are hopefully seen while the women move up to the ranks, and as such they need to support the awareness of cultural gender through strategies, knowledge and improved skills. Another most important characteristic is that like the male counterpart, whilst a female leader might be comprising issues just about few cultural “road blocks”. In communicating, the male client may be experiencing few of the confronting issues and also working next to the female or may be reporting to a female boss. On both sides of the fence a degree of mindfulness is necessary.


Below, some of the different strategies and small quantity of ideas are mentioned. While testing these strategies in one culture the problems which are in sight are culture specific.

  • Before problems are occurring only first of all you must make relation with the cultural stereotypes in this way it is easy to realize from which place these subordinates are coming by increasing your knowledge.
  • It is essential to recognize the differences that are, in some situations people may feel repulsive but their attention may help but in some conditions they may feel uneasiness.
  • By showing position and power attract the colleagues/subordinates who are invited to your home country.
  • By monitoring the performance express and follow an assertiveness and confidence.
  •  While settling the variations small quantity of strategies and culturally appropriate ways are increased.
  • When there is a discussion with different cultures of men towards the comfortable motion you may produce sensitiveness.
  • The place where people are working, inside that culture a network is assembled and an implicit aspect of the culture can be explained by men or women so request them.

Logical coaching and mentoring is obtained. The female leaders who are working at the borders are having Executive Cultural Coaching, so benefits of this are very important. 

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